AIDS Research Paper essays

AIDS Research Paper essays What is AIDS and how is it spread? Around the world, AIDS has been a top killer for many people throughout the 20th century and is spread numerous ways. Scientist have been hard at work for years to find a cure for AIDS, but only have been able to find ways to treat it. AIDS, which stands for Acquired Immunodeficiency Syndrome, is a human viral disease that corrupts the immune system, shutting down the bodys ability to defend itself from infection and disease. Caused by the Human Immunodeficiency Virus (HIV), AIDS leaves an infected person subject able to infections. Most infections are harmless in healthy people, but people with AIDS can dies from those same infections. There is no cure for AIDS, but there are drugs available to prolong life spans and improve the quality of infected people.(Encyclopedia Britannica) Someone who is infected with HIV doesnt always have AIDS, as the deadly disease sometimes takes 10 or more years to escalate to that life threatening stage. The most common way to contact and spread HIV is by having sex with an infected person. Genital, Anal, and Oral sex all put you at risk of catching HIV. The virus is in the infected persons vaginal fluids and semen. It makes its way into the bloodstream by passing through openings in the mucous membrane, which is the tissue that covers the inside of the mouth, vagina, and rectum. HIV is most commonly transmitted through homosexual men in the United States and Canada.(Encyclopedia Britannica) HIV amongst heterosexual men and women is increasing as the years go on. In other parts of the world, HIV is mostly transmitted through heterosexual sex. HIV can also be spread from a mother to a baby while still in the womens uterus or during childbirth.(Adams, Jad.) HIV can be spread through the mothers breast milk as well. Mother-to-child transmission makes up for almost 90 percent of all...

Cement and Concrete - An Overview

Cement and Concrete - An Overview If you think of bricks as artificial rocks, cement might be considered artificial lava- a liquid stone that is poured into place where it hardens into solidity. Cement and Concrete Many people talk about cement when they mean concrete. Cement is a fine-grained compound that turns into a solid when mixed with water. Cement is used to bind mixtures of materials into a composite solid.Concrete is a mixture of cement, sand, and gravel. That is, cement is the glue of concrete. Now that thats clear, lets talk about cement. Cement begins with lime. Lime, the First Cement Lime is a substance used since ancient times to make useful things like plaster and mortar. Lime is made by burning, or calcining, limestone- and thats how limestone gets its name. Chemically, lime is calcium oxide (CaO) and is made by roasting calcite (CaCO3) to drive off carbon dioxide (CO2). That CO2, a greenhouse gas, is produced in great quantities by the cement industry. Lime is also called quicklime or calx (from Latin, where we also get the word calcium). In old murder mysteries, quicklime is sprinkled on victims to dissolve their bodies because it is very caustic. Mixed with water, lime slowly turns into the mineral portlandite in the reaction CaO H2O Ca(OH)2. Lime is generally slaked, that is, mixed with an excess of water so it stays fluid. Slaked lime continues to harden over a period of weeks. Mixed with sand and other ingredients, slaked lime cement can be packed between stones or bricks in a wall (as mortar) or spread over the surface of a wall (as render or plaster). There, over the next several weeks or longer, it reacts with CO2 in the air to form calcite again- artificial limestone! Concrete made with lime cement is known from archaeological sites in both the New and Old World, some more than 5000 years old. It works extremely well in dry conditions. It has two drawbacks: Lime cement takes a long time to cure, and while the ancient world had lots of time, today time is money.Lime cement does not harden in water but stays soft, that is, it is not a hydraulic cement. So there are situations where it cannot be used. Ancient Hydraulic Cement The Pyramids of Egypt are said to contain a hydraulic cement based on dissolved silica. If that 4500-year-old formula can be confirmed and revived, it would be a great thing. But todays cement has a different pedigree that is still quite ancient. Around 1000 BCE, the ancient Greeks were the first to have a lucky accident, mixing lime with fine volcanic ash. Ash can be thought of as naturally calcined rock, leaving silicon in a chemically active state like the calcium in calcined limestone. When this lime-ash mixture is slaked, a whole new substance is formed: calcium silicate hydrate or what cement chemists call C-S-H (approximately SiCa2O4Â · xH2O). In 2009, researchers using numerical modeling came up with the exact formula: (CaO)1.65(SiO2)(H2O)1.75. C-S-H is still a mysterious substance today, but we know it is an amorphous gel without any set crystalline structure. It hardens fast, even in water. And it is more durable than lime cement. The ancient Greeks put this new cement to use in new and valuable ways, building concrete cisterns that survive to this day. But Roman engineers mastered the technology and constructed seaports, aqueducts and temples of concrete as well. Some of these structures are as good as ever today, two thousand years later. But the formula for Roman cement was lost with the fall of the Roman empire. Modern research continues to uncover useful secrets from the ancients, such as the unusual composition of Roman concrete in a breakwater built in 37 BCE, which promises to help us save energy, use less lime and produce less CO2. Modern Hydraulic Cement While lime cement continued in use throughout the Dark and Middle Ages, true hydraulic cement was not rediscovered until the late 1700s. English and French experimenters learned that a calcined mixture of limestone and claystone could be made into hydraulic cement. One English version was dubbed Portland cement for its resemblance to the white limestone of the Isle of Portland, and the name soon extended to all cement made by this process. Shortly thereafter, American makers found clay-bearing limestones that yielded excellent hydraulic cement with little or no processing. This cheap natural cement made up the bulk of American concrete for most of the 1800s, and most of it came from the town of Rosendale in southern New York. Rosendale was practically a generic name for natural cement, although other manufacturers were in Pennsylvania, Indiana, and Kentucky. Rosendale cement is in the Brooklyn Bridge, the U.S. Capitol building, most 19th-century military buildings, the base of the Statue of Liberty and many other places. With the rising need to maintain historic structures using historically appropriate materials, Rosendale natural cement is being revived. True portland cement slowly gained popularity in America as standards advanced and the pace of building quickened. Portland cement is more expensive, but it can be made anywhere the ingredients can be assembled instead of relying on a lucky rock formation. It also cures faster, an advantage when building skyscrapers a floor at a time. Todays default cement is some version of portland cement. Modern Portland Cement Today limestone and clay-containing rocks are sintered- roasted together at nearly melting temperature- at 1400Â ° to 1500Â °C. The product is a lumpy mixture of stable compounds called clinker. Clinker contains iron (Fe) and aluminum (Al) as well as silicon and calcium, in four main compounds: Alite (Ca3SiO5)Belite (Ca2SiO4), known to geologists as larniteAluminate (Ca3Al2O6)Ferrite (Ca2AlFeO5) Clinker is ground to powder and mixed with a small amount of gypsum, which slows down the hardening process. That is Portland cement. Making Concrete Cement is mixed with water, sand, and gravel to make concrete. Pure cement is useless because it shrinks and cracks; its also much more expensive than sand and gravel. As the mixture cures, four main substances are produced: C-S-HPortlanditeEttringite (Ca6Al2(SO4)3(OH)12Â · 26H2O; includes some Fe)Monosulfate ([Ca2(Al,Fe)(OH)6] Â · (SO4,OH,etc) Â · xH2O) The details of all this are an intricate specialty, making concrete as sophisticated a technology as anything in your computer. Yet basic concrete mix is practically stupid-proof, simple enough for you and me to use.

Individual Behavior and Communication Paper Essay

Individual Behavior and Communication Paper - Essay Example The behavioral culture of any organization is fashioned in large part by the commonality of the separate individuality of each separate employee as well as each division. Organizational behavior engage the study of how these employees operate and perform, concentrating on practices that can create a distinction in the way employees adjust to and execute their mission. Organizational behavior changes the focus of management towards job satisfaction and involvement, commitment to the organization, and actual task performance measures. Ethics is an important element as it is vital for organizations to exhibit a commitment to instilling ethical behavior. Ethical behavior in the arena of decision-making can be complex, and so it is important that a code of ethics be strictly defined, as well as the establishment of a fair disciplinary system for those who violate the ethical standards. It is just as vital that leadership also develop a procedure to reward employees when they have been recognized for exhibiting positive ethical behaviors. It is also essential that employees be involved in the process of identifying ethical issues and creating a means of ad dressing them when they are both violated and followed. In the arena of ethical decision making, the criteria used to classify the values that motivate the concept of ethics must also be considered. Moral behavior is involved in choosing problems as well as choosing who should be involved, approximating the impact of substitution. It is paramount that everyone in the organization understands that ethical conduct does not arrive as a result of being revealed as a violator of the already-in-place code. Organizational culture is made up of the values and beliefs that manipulate and persuade employee behavior. Diversity is the individual disparities that exist within members of an organization and is most readily based on external factor such as gender,

Equity & Trusts Essay Example | Topics and Well Written Essays - 2750 words

Equity & Trusts - Essay Example An imperfect gift can only arise in the first two cases, and a gift would be imperfect if the transfer of title of the subject matter of the gift does not takes place from the settlor's name to the trustees. There can be no possibility of an imperfect gift in the third case because no formalities of transfer of rights are necessary. The exact constitutive requirements of a trust depend upon the nature of the property forming the subject-matter. In case of unregistered land, execution of a deed is necessary, whereas, in registered land, the trustee will need to be registered as proprietor on the register of title. In case of chattels (including cash), it has to be conveyed by either deed or delivery. In case of chose in action, this depends upon the different types of chose in action. In case of shares, for example, they can only be transferred by the recording of the transfer in the company’s books by the company secretary. The general attitude of the courts is reflected by Turner LJ’s statement in Milroy v. ... settlement, the settlor must have done everything which, according to the nature of the property as subject-matter of the settlement, was necessary to be done in order to transfer the property. If the settlor's chosen mode of donation fails, the court will not perfect the gift by allowing it to take effect by other modes. This case goes further to state that the beneficiary cannot allege in an imperfect gift that the settlor constituted to declare himself a trustee. In Richard v. Delbridge2, D decided to gift his lease of premises and business to his grandson R, who was an infant. He signed a memorandum and gave it to R’s mother, but before making a reference to the gift in his will he died. It was held that no self-declaratory trust was created: â€Å"It is necessary to show, not only an intention to benefit someone; but an intention to be trustee for that person†. According to Choihtram v. Pagarani3, â€Å"Men often mean to give things to their kinsfolk, they do not often mean to constitute themselves trustees. An imperfect gift is no declaration of trust†. Thus, equity will not come to the aid of any person who has given no consideration for the gift. For example, if a father, due to parental affection, promises to give his property to his son but dies before the actual conveyance, equity will not aid the son’s for the enforcement of that promise unless he had provided any consideration. However, this rule became very rigid in practice and may sometimes run into contradiction with the basic elements of quity i.e. fairness and justice. For instance, if a father declares in front of many people to give his entire property to only one son then that son has to give no consideration for that. But if the father dies unexpectedly before actual conveyance then

Technology and Innovation Essay Example for Free

Technology and Innovation Essay According to Sakiki Fukada-Parr the prominent author of a UNDP report on technology and development suggests, electronic communications help make societies less hierarchical. He quotes no one can see the cut of your suit, and no secretary blocks your path to the ministers office. Junior employees who would never have dared knock on a chief executives door might send him an idea electronically. (The Economist (US), Nov 10, 2001) Cetron Davies, [2001]) believes businesses have come to rely on technology for increased production efficiency and more appropriate communication operations. Competition is mounting in the business world and organisations must take advantage of the latest technology in order to improve their business functions. Organisations must change the way they act, think and operate internally as their work environment becomes more technologically advanced. All businesses across the world have sufficient communications tools that make global management much easier. Devices such as e-mail, fax machines and satellite communication are all tools that enable managers to communicate at an extremely high pace. (Heiko [1989]) suggests that technology implementation will be heavily influenced by cultural factors, such as technological advances between foreign operations. He observed that Just-In-Time approach of inventory management has been favourably received in Japan, leading to considerable savings. However, this is not the case in other countries and believes this is down to unique cultural conditions in Japan such as concern for space, and a deep group oriented devotion to duty, all of which match the requirements of (JIT ) techniques. In conclusion (Heiko [1989]) states that the Japanese culture can provide a environment where JIT techniques can expand and develop. (Klien and Ralls, 1995) adds that the more complexity facing an organisation, concerning culture, the less willing the orgainisation is to implement technology on a wider basis. This may lead to greater opportunity costs by not adopting the latest techniques across various units, for fear that the results are uneven. Although global firms can benefit from global efficiencies, it is not always appropriate where technology is concerned. Nike for instance has a plant in Indonesia where labour costs are low and have access to better distribution channels and production costs are also low. (Samli, [1985]) argues that although there are benefits, consideration has to be given to the fact that labour skills are extremely low and training of employees will have to occur in order for them to do their job. On the other hand (Dougherty [1995]) suggests that the exchange of technology across national borders is essential. Ford not only transfers technology to foreign countries but also tries to learn from locals. The exchange of expertise and information among people from around the world assists in broadening perspectives and also assists research and development in transferring information between divisions successfully. This increases the key mass in RD so that organisations are able to attract better people. Innovation enables organisation to improve the quality of their output, enter new markets, try out new technologies and develop alternative applications for existing product categories. For organisations must adapt to changing competition, markets, and technologies.(Dougherty [1996]) (Venkatraman, MacMillian and McGrath, [1992]; Shane [1995]) suggest that innovation within global organisations may be hampered by cultural barriers. It is important not to block innovation by organisational rules or routines. Based on findings from Hofstedes cultural indices they suggest that cultural barriers may slow down transfer from one unit to another in a multinational organisation (Cox,[1991] argues that using cultural heterogeneity leads to greater innovation and more efficient marketing strategies for the different types of customers worldwide. He also suggests that because employees come from different backgrounds different perspectives are achieved, therefore creating improvements. (Mejia Palich, [1997]) also argue that heterogeneous teams function better than homogenous ones because of cultural differences learning experiences. On the other hand (Keller and Chinta [1990]; Snodgrass and Sekaran [1989]) argue that expertise and technical know-how are more difficult to develop when differences in cultural backgrounds exist. They state that this plays a major role in the transfer of technology between business units. [Empirical research by Davidson and McFetridge [1985]) also supports this belief that cultural relatedness enhances the flow of technological know how and the sharing among business units of a global organisation. MARKETING According to (Barlett [1996]; Beamish, Killing, Lecraw and Morrison [1994]) they are all in agreement that distinct consumer preferences will emerge due to cultural differences. This is expected to lead to the requirement of customisation of the marketing mix and product strategies. This suggests that production in one country may not suit production in another. High Uncertainty Avoidance Countries like to buy reliable, predictable goods. In addition to this, although there are divisions (Takeuchei Porter 1986) believe culturally related countries such as (America Canada) can more successfully share market activities and knowledge than those in culturally unrelated countries such as (America India). With the capacity to cross-sell products in culturally related markets, which reduces information gathering expenses and the uncertainty linked with targeting markets that are totally unrelated. Culturally related countries may find it beneficial to share knowledge regarding market research, sales forces service networks, distribution and advertising, therefore lowering costs. However, (Alder, P [1987]) argues that this kind of sharing is a lot more demanding, suggesting that the differences are not just language but that it is a matter of values, mind set and market reactions Take for instance the advertising campaign concerning the Marlboro Man. This campaign suited America as society is seen as individualist according to (Hofstede 1984). On the other hand, this campaign was a failure in Columbia because society is seen as Collectivist This now leads on the issue of marketing standardisation. This issue has been defined by (Banerjee, [1994]} as the determination of common communication objectives and budget whereas (Wills Ryan, [1997]) includes in there definition creative and media decisions involving the whole corporation. The issues of marketing standardisation and global marketing have usually been considered in terms of the reliability of the marketing mix elements for a company that enters numerous international markets. Since the 1960s, standardisation of international marketing strategy has been the focus of many studies (Elinder, [1961]; Buzzell, 1968; Jain, [1989]), It is still unclear however, whether it is done for the savings linked with standardisation or for the maximisation of the firms products, but the underlying principle of standardisation is to maintain a global image. Rau Preble, [1987] has carried out considerable research on this topic. Multinational Corporations are faced with difficulties when deciding standardisation of advertising across different countries. (Boddewyn, [1991]; Jain, [1989]). According to (Solberg, [2000]) there are two important organisational factors that relate to the degree of standardisation in international markets. Firstly, market knowledge at the level of headquarters (HQ) of local market conditions and secondly HQs control of subsidiaries i.e. (Influence on their marketing decisions). In addition (Martenson, [1987]; Rau Preble, [1987]; Tai Wong, [1998] suggested that MNCs needed to have a certain degree of control over their subsidiaries in order to implement decisions. (Hite Frazer, [1998]) state that, MNCs with a well-known and global image i.e. (Coca cola) tend to apply more control over their subsidiaries in order to maintain the image of the corporation or product (Hill James, [1990]) especially if perceptions of consumers are similar across countries. (Britt, [1974], Jain, [1989]). However, in the case of Matsushita in the electronic industry this was not the case as each subsidiary had a separate identity, which resulted in major success. This then leads on to market development. (Jain, [1989]; Duncan Ramaprasad, [1995]) suggest if similar levels of market development are achieved in both home and host countries marketing standardisation would favour MNCs. However, this would depend on the competitive positions in home and host countries of the MNC. Higher degrees of marketing standardisation may be adapted (Jain, [1989]; Henzler Rall, [1986]) if similarities prevailed in the competitive context that would allow HQs to make easier decisio ns regarding competition and to enhance control over the subsidiary and to adopt more beneficial standardisation strategies. (Doz and Prahalad, [1984] Michell Bright, [1995]). STAFFING AND TRAINING As multinational firms globalise they must learn to co-ordinate efforts among an increasingly culturally diverse workforce and environment. Nowadays people tend to be very defensive of their cultural identity and caution by others has to be taken so that insult is not caused. Through the years success of Japanese organisations global strategies has encouraged American firms. Although many point out the advantages, cultural diversity may leads to conflict, misunderstanding and lack of cohesion. Organisations are becoming more alert of the importance of diversity to their business activities and acknowledge that by recruiting, promoting and training a diverse range of individuals in the long-term are a major asset to the organisation in reaching out to their customers. (Tung, [1993]) states that cross cultural training process, helps in the development of building relations between individuals or groups, especially individuals/groups with diverse cultural backgrounds. (Welch [1998]) defines cultural training as any form of guided experience helping people to live and work more contentedly in another culture. Such training encourages understanding about differences and acceptance of the multicultural work environment and helps create and retain effective work teams and expertise in dealing with multicultural management (Hartenian, [2000]) describes the multi-cultural workforce as a workforce that excludes no one, from top-level management to low-level employees. He sees the multi-cultural workforce has one of the main opportunities for an organisation. Take for instance the IBM perspective. IBM have established research labs around the world because the issue of a globally diverse workforce is of the highest importance. This in turn allows the organisaton to gather ideas from people who experience different economies and cultures Although multi-cultural workforces are beneficial to organisations in relation to performance and profitability, they can be very hard to manage. According to (Hill, [92]) the key to managing multi-cultural workforces is the realisation that majority and minority cultures do not always share experiences. To solve this managers can adapt different strategies such as: developing programmes that promote awareness of different cultures, recognise common links among different ethnic groups and express concerns and confusions. (Hill [1992]) believes that if organisations use these strategies, economic benefits will be reaped. This may be easier said than done, (Harisis Kleiner, [1993]) argue that the implementation of such workforces are extremely difficult. They say that not only within American society and businesses but on a world wide scale there are widespread barriers. Such barriers include unwritten rules and double standards for success which are often unknown to women and minorit ies, stereotypes and their associated assumptions and lack of communication about differences. In global organisations it is essential that effective cross cultural training occurs in order to help individuals obtain both the knowledge and the tools needed to reduce misunderstandings and improper actions (Black Mendenhall [1990]) suggest that multi-cultural training provides individuals with greater self confidence and decreased narrow-mindedness about people from diverse cultures. In addition (Barlett and Ghoshal [1990]) also pointed out that establishing a multicultural training programme improved the companys ability to operate more efficiently in different cultural environments. Although many multicultural training programmes are undertaken to enhance cultural diversity they are not always successful. According to (Woods [1992]) a systematic approach should be taken towards training. (Woods [1992]) established a four step cycle: Firstly was to specify certain job task of individuals and assess the needs of the corporate culture. Secondly is the identification of training objectives. Thirdly was the establishment of the proper training content in which the following was used; sensitivity training, cultural awareness and orientation programs. In addition (Cox, [1993]; Gamio Sneed, [1992]; Tung, [1993]) introduced the communication competency program. In the final stage (Milkovich Boudreau [1991]) stated that training programs need to verify whether the training is successful in junior members of staffs performances at work. The cycle used was concerned with the effectiveness of the training, however, (Mendenhall Oddou [1986[ Tung [1981]) found factors that deterred individuals. These included lack of specialised trainers, cost and perceived lack of usefulness. Research carried out by (Gamio Sneed [1992]) found that the deterrence factors are of major importance. Take for instance the catering industry. Mangers in restaurants may blame high staff turnover rates on lack of multi-cultural training, therefore using these rates as the reason to ignore the need for training programs. (Jackson [1991]) believes that heterogeneity among team members contributes to high turnover rates within organisations. Researchers may find that the relationship between cultural diversity and staff turnover is of major importance to all organisations. According to (Kossek Lobel [1996]) the topic of diversity has raised considerable attention over the past decade and is a must for all businesses. In todays business world global leadership is critical not only for global strategies but for ensuring cultural diversity, which involves in depth knowledge from business ethics to cultural motivatiors. Organisations are going global because of slow growth in domestic markets and to capitalise on areas such as marketing, research and development, training, technology, production and many more factors. Organisation are fast realising the importance of diversity. Cultural diversity is the idea that cultural identities should not be ignored but in contrast be maintained and respected. The literature which is going to be presented in this paper will examine four main issues. In my opinion these issues are of major importance for global firms. The first issue is the strategies which global firms adapt follw . Secondly, the concept of Technology and Innovation. This section will in detail provide literature from researchers who believe global firms benefit from cultural diversity in this field. It will examine how technology is changing the business world. Thirdly, the marketing issue. This section will provide relevant literature on how global firms can benefit in relation to standardisation of marketing and how advertising campaigns are perceived by different countries. Lastly, the concept of Staffing and Training. This in my view is one of the most important issues. Global organisations can have all the capital in the world but with out the correct leadership and staff, failure is certain. This topic will in detail will put forward the notion of cross-cultural training and will examine whether or not this is a good idea for global organisations. All the topics mentioned above will have cases for and against by the relevant researchers in each field. I feel this is necessary in order to establish a good understanding of the literature review I am conducting. According to (Tallman Jiatao [1996]) diversity has gone from being a moral/legal issue are both into a business necessity.

A Review of the Beck Youth Inventories for Children and Adolescents Es

The Beck Youth Inventory Test was developed in 2001 by Judith Beck, Aaron Beck, John Jolly, and Robert Steer. The purpose of this psychological testing tool is a brief self-report to measure the distress in children and adolescents (Flanagan & Henington, 2005). The Beck Youth Inventory includes using five self-administered scales. The five tests include the Beck Depression Inventory, Beck Anxiety Inventory, Beck Anger Inventory, Beck Disruptive Inventory, and the Beck Self-Concept Inventory. These tests can be administered individually or in combination to the youth. The intended population for this test is ages 7-14 years (Flanagan & Henington, 2005). This test is used to assess symptoms of depression, anxiety, anger, disruptive behavior, and self esteem (Beck, 2001). The Beck Depression Inventory measures depression criteria as evidenced in the Diagnostic and Statistical Manual of Mental Disorders Fourth Edition (Flanagan & Henington, 2005). The Beck Anxiety Inventory assesses childhood fears related to health and school (Flanagan & Henington, 2005). The Beck Anger Inventory appraises the individual’s opinion of mistreatment, negative thoughts, and physiological arousal (Flanagan & Henington, 2005). The Beck Disruptive Behavior Inventory measures behaviors and attitudes related to oppositional and defiant behavior (Flanagan & Henington, 2005). This is consistently seen in youth diagnosed with Oppositional Defiant Disorder and Conduct Disorder. Lastly, the Beck Self-Concept Inventory assesses feelings of self-worth and competence (Flanagan & Henington, 2005). The theory of the Beck Youth Inventory Test was derived from the adult Beck Scales (Beck, 2001). The authors of this testing instrument saw a need for this... ...ne only individually in order to encourage honest responses and not have any peer influences (Flanagan & Henington, 2005). Overall, the Beck Youth Inventory is a useful tool, but should be used in conjunction with other assessment instruments. References Beck, J. (2001, November). New Scales for Children: The Beck Youth Inventory. The Beck Institute, 1-5. Copyright 1999-2007. www.beckinstitute.org Beck, J. (2001). Beck Youth Inventories for Children and Adolescents (2nd ed.). PsychCorp: Harcourt Assessment, Inc. Flanagan, R., & Henington, C. (2005). Review of the Beck Youth Inventories for Children and Adolescents: Second Edition. Mental Measurements Yearbook, 18, 18123501 Trochim, W. (2006). Reliability and Validity: What’s the Difference?. Retrieved February 8, 2010, from http://socialresearch methods.net/tutorial/Colosi/lcolosi2.htm

Look Before You Leap

Startled, Tom awoke to the ringing of his alarm, the day he had been waiting for had finally arrived. Sitting up, Tom tugged at his curly black hair and wiped the sleep out of his eyes. A feeling of excitement rushed through his body as he remembered that today was the day he was going to do the most exhilarating but equally terrifying thing he had ever dreamt of. Tom had turned eighteen the previous day and receiving a gift of skydiving had been something he had longed for. Growing up, Tom had always loved sports. His athletic frame had made him excel in all activities, however, he craved the trilling experience of extreme sports. Although anxious his parents had agreed this would be the perfect gift. After saying goodbye to his apprehensive parents, Tom headed off to the skydiving centre. He felt numb and uneasy as he drove the forty five minute drive to the skydiving centre anticipating the trill that lay ahead. Feeling the adrenaline kicking in, he saw the sign that read â€Å"Skydiving Centre†. Tom was led down a long winding road and finally arrived at the centre. Walking towards the vast white building, Tom could feel his heart pounding like the beating of a base drum. A tall stern looking man introduced himself as Allan, my instructor for the day. They proceeded to the training centre and initially went through a series of safety instructions. Through a haze of nerves and excitement, Tom listened as Allan enthusiastically explained and demonstrated every aspect of the jump. Several hours later Tom was deemed competent to take to the skies. Once fitted with his clothing and parachute, Tom followed Allan out to the vast runway where the small plane was awaiting him. His eyes lit up, and a serene smile spread across his face. Sitting in the back of the plane, a calm and composed Tom became anxious as he awaited take off. The roaring engines echoed in his ears and the plane shuddered uncontrollably as the plane left the security of the tarmac. Butterflies danced menacingly in Tom's stomach as he tried to listen vigilantly to Allan's instructions. Cautiously Tom peered out of the small window as cars and people turned into tiny pin heads and fields looked like a patch work quilt. â€Å"We have reached the required height† explained Allan, â€Å"are you ready to look before you leap†? As Allan opened the sliding door on the side of the plane the angry wind roared in with incredible force. Allan's voice became muffled as fear took over. Tom had told himself not to look before he leapt but he became fixated on the terrifying open space beneath him. He felt rooted to the spot as if bolts had been driven through his feet and unable to take that final step towards the edge of the plane. With Allan's support and words of encouragement Tom somehow found the courage to make that electrifying leap into the unknown. Adrenaline rushed through his body as free fall reached terminal velocity with the skin on his face pulling back so tight it felt as though it was going to tear. A feeling of euphoria gripped Tom as he was free falling through the sky at 125mph. Then at 5,000 feet, with the ground rapidly coming to meet him, he pulled his parachute cord hard and fast. Silence filled the sky as Tom's parachute opened and he experienced the breathtaking descent, free as a bird. The ground was fast approaching and Tom began to remember how he had been taught to land. Quicker than expected, Tom felt his feet running along the ground, all the fear and apprehension had disappeared. Tom had experienced a stimulating sensation that was difficult to explain to anyone who hadn't skydived. This had been a once in a lifetime experience where Tom's dreams had certainly become a reality. This unique and lasting experience was one he would never forget.