Hipparchus the Astronomer, Geographer, Mathematician

If youve studied math at a high school level, you probably have experience with trigonometry. Its a fascinating branch of mathematics, and it all came about through the genius of Hipparchus of Rhodes. Hipparchus was a Greek scholar considered the greatest astronomical observer in early human history. He made many advances in geography and mathematics, specifically in trigonometry, which he used to construct models to predict solar eclipses. Because math is  the language of science, his contributions are particularly important.   Early Life Hipparchus was born around 190 BCE in Nicaea, Bithynia (now known as now Iznik, Turkey). His early life is mostly a mystery, but what we do know about him comes from Ptolemys Almagest. He  is mentioned in other writings as well. Strabo, a Greek geographer and historian who lived around 64 BCE to 24 AD called Hipparchus one of the famous men of Bithynia. His image, usually depicted sitting and looking at a globe, has been found on many coins minted between 138 AD and 253 AD. In ancient terms, thats a pretty important acknowledgment of importance. Hipparchus apparently traveled and wrote extensively. There are records of observations he made in his native Bithynia as well as from the  island of Rhodes and the Egyptian city of Alexandria. The only example of his writing that  still exists is his Commentary on Aratus and Eudoxus. Its  not one of his major writings, but its still important because it gives us an insight into his work. Life Achievements Hipparchuss major love was mathematics and he pioneered a number of ideas we take for granted today: the division of a circle into 360 degrees and the creation of one of the first trigonometric tables for solving triangles. In fact, he very likely invented the precepts of trigonometry. As an astronomer, Hipparchus was curious about using his knowledge of the Sun and stars to calculate important values. For example, he derived the length of the year to within 6.5 minutes. He also discovered the precession of the equinoxes, with a value of 46 degrees, which is fairly close to our modern number of 50.26 degrees. Three hundred years later, Ptolemy only came up with a figure of 36. The precession of the equinoxes refers to the gradual shift in Earths rotation axis. Our planet wobbles like a top as it spins, and over time, this means that the poles of our planet slowly shift the direction in which they point in space. Its why our north star changes throughout a 26,000-year cycle. Right now the north pole of our planet points to Polaris, but in the past, it has pointed to Thuban and Beta Ursae Majoris. Gamma Cepheii will become our pole star in a few thousand years. In 10,000 years, it will be Deneb, in Cygnus, all due to the precession of the equinoxes. Hipparchuss calculations were the first scientific effort to explain the phenomenon. Hipparchus also charted the stars in the sky seen with the naked eye. While his star catalog does not survive today, it is believed that his charts included around 850 stars. He also made a careful study of the motions of the Moon. Its unfortunate that more of his writings do not survive. It seems clear that the work of many who followed was developed using the groundwork laid by Hipparchus. Although little else is known about him, it is probable that he died around 120 BC most likely in Rhodes, Greece. Recognition In honor of Hipparchuss efforts to measure the sky and his work in mathematics and geography, the European Space Agency named their HIPPARCOS satellite in reference to his accomplishments. It was the first mission to focus exclusively on astrometry, which is the accurate measurement of stars and other celestial objects in the sky. It was launched in 1989 and spent four years on orbit. Data from the mission have been used in many areas of astronomy and cosmology (the study of the origin and evolution of the universe).   Edited and updated by Carolyn Collins Petersen.

Gothic Literature The Dark Side Of Romanticism - 1518 Words

Gothic literature is the dark side of Romanticism. The theme of Gothic stories is either mysterious, horror, or even death. Nathaniel Hawthorne and Edgar Allan Poe are authors that demonstrate Gothic literature. Some of their work include, â€Å"The Cask of Amontillado† written by Edgar Allan Poe and â€Å"The Birthmark† by Nathaniel Hawthorne. The Cask of Amontillado tells how the narrator Montresor seeks revenge on his acquaintance, Fortunato. Montresor to desperate measures and did not catch. However, in â€Å"The Birthmark†, Aylmer, a scientist has become obsessed with convincing his wife, Georgianna, to remove her birthmark that is on her left cheek. Both stories show how the main character feels that his way is the best way to solve his problems. The ways they try to solve their problem lead to death. Hawthorne and Poe both draws their pasts to show Gothic literature within their stories. They also share some similarities within their stories. Such as the u sage of symbolism and irony to capture an audiences’ attention. However, they use different techniques within their stories to capture their readers’ attention. Another way Poe and Hawthorne use Gothic Literature within their stories is Poe writes on an element that effects the single emotion of the reader. While Hawthorne writes on the representation of his imagination and conception of the world. Using irony is one of the elements Poe and Hawthorne use in their writing. The irony is an expression of meaning by using languageShow MoreRelatedDark Romanticism1392 Words   |  6 Pages4. Define â€Å"Dark Romanticism† as you understand it by discussing two works by different authors. Account for the rise of this kind of writing in America and evaluate its appeal and significance then and now. The Dark Side of Romanticism Romantic literary texts focus on the expression of emotion. Authors during the Romantic period developed and integrated the idea of the individual being the main focus in life. Romantic authors focused on the individual being at the center of their own happiness andRead MoreDark Romanticism By Edgar Allen Poe1625 Words   |  7 PagesOne of the biggest literary of all times was known as dark romanticism. This kind of literature comes from the darkness inside of a person. Many people who like this style are know to be obsessed with gothic nature. Dark Romanticism is also know to come from darkness in the human soul, original sin, and a dark outlook on society. Dark Romanticism is the complete opposite of romanticism. According to what is dark romanticism â€Å" Dark Romanticism is. A sort of genre threat combines traditional love objectsRead MoreThe Old Nurse s Story1329 Words   |  6 PagesStory†, serves as the perfect example of the Gothic elements that were very popular in many authors stories and poems during this period of time. During this time of British literature, Romanticism and Gothic elements were the two main strategic ways of writing and how the audience read and perceived the stories being told. The Gothic element of writing consisted of dark, gloomy and ghostly literature that brought a haunted feel to the each story. Some Gothic stories could consist of ghostly figuresRead MoreJane Eyre By Charlotte Bronte1733 Words   |  7 PagesWithin the specter of the Gothic fictions arises the atmosphere of gloom, terror, and mystery with some elements of uncanny challenging reality.At certain points, the interactions between the conventions of the Gothic fictions with other  thematic, ideological, and/or symbolic functions of the narrative  would rather be challenging. However, though the analysis of  Jane Eyre  written by  Charlotte Bronte, certain factors come into focus.The novel of Charlotte Bronte entitled Jane Eyre has showcase d aRead MoreEssay on Emily Brontes Wuthering Heights - A Great Romantic Novel835 Words   |  4 Pagesof thinking. The literature produced during this period reflected this wild and free-spirited imagination. The works dismissed the Enlightenment thinkers in their claims of Reason, progress, and universal truths (Damrosch, 1317). Instead, these writers explored superstitions and had a renewed sense of passion for the wild, the unfamiliar, the irregular, and the irrational (Damrosch, 1317). Other common elements of the writing during this period were the returned interest of gothic romance elementsRead MoreWuthering Heights By Emily Bronte1099 Words   |  5 Pagesâ€Å"Wuthering Heights† is the epitome of classical literature written by Emily Bronte in 1847. This masterpiece unfolds the story of two lovers, Catherine Earnshaw and Heathcliff and how their intense love for each other succumbed to revenge. The novel centralises around the theme of revenge through the use o f gothic elements. Gothic Literature and is a combination of fiction, horror and romanticism. Wuthering Heights effectively employs gothic literature elements to emphasis the characters, plot andRead MoreEdgar Allan Poe s The Haunted Palace Essay943 Words   |  4 PagesEdgar Allan Poe: The Haunted Palace Edgar Allan Poe is a classic name in literature and is known for many of his works. Most of his works reflect one s thoughts, emotions and life. Many of his works fall under the category of Gothic literature, which is a combination of horror, death, and a little romance. Edgar Allan Poe s poem The Haunted Palace is a perfect example of Gothic literature, that also has a twist on romance. The Haunted Palace is one of Poe s most explicitly allegoricalRead MoreThere have been many movements in Romantic Literature, Romanticism being one. Despite the idea that600 Words   |  3 Pagesmany movements in Romantic Literature, Romanticism being one. Despite the idea that romanticism is an outdated literary form, romantic literature is very important to English Literature; no other period in English Literature shows the type of style, theme, or contain information like how the Romantic movement was. Romanticism was virtually around in every country of the US, Europe, Latin America and it la sted from 1750-1870. Romanticism gave a rise to a new type of literature it was an exercise of freeRead MoreRollercoaster of Arts and Architecture Brought About by Napolean Bonaparte1083 Words   |  5 Pagessparked new eras of art like Romanticism that he used to make himself popular; it caused Napoleon to be noticed, not just because of his military conquests, but also because of his artistic vision and innovation. The rule of Napoleon Bonaparte was spectacular because of his elaborate and for a long time infallible military successes. Napoleon made art an important part of his legacy. Whenever he would defeat neighboring countries, he would often plunder the art and literature of the country and bringRead MoreHow Evil Can One Be?997 Words   |  4 Pagesmost disturbing yet realistic facts of the Dark Romanticism period. Romanticism is best described as a journey away from the corruption of civilization and the limits of rational thought and toward the integrity of nature and the freedom of imagination. Dark romanticism is a literary sub-genre of Romanticism. It talks about nature, human nature, and the past. Edgar Allan Poe is called one of the most â€Å"brilliant but erratic† authors. He used many gothic elements (i.e. grotesque characters, violence

Aed01 Free Essays

AED-01 Bachelor’s Degree Programme (BDP) Also for: B. Com (A F) B. Com (CA A) B. We will write a custom essay sample on Aed01 or any similar topic only for you Order Now Com (F CA) ASSIGNMENT 2012-13 Application Oriented Course AED-01: EXPORT PROCEDURES AND DOCUMENTATION For July 2012 and January 2013 admission cycle School of Management Studies Indira Gandhi National Open University Maidan Garhi, New Delhi-110 068 Application Oriented Course AED-01: Export Procedures and Documentation ASSIGNMENT – 2012-13 Dear Students, As explained in the Programme Guide, you have to do one Tutor Marked Assignment in this Course. Assignment is given 30% weightage in the final assessment. To be eligible to appear in the Term-end examination, it is compulsory for you to submit the assignment as per the schedule. Before attempting the assignments, you should carefully read the instructions given in the Programme Guide. This assignment is valid for two admission cycles (July 2012 and January 2013. ) The validity is given below: 1. Those who are enrolled in July 2012, it is valid upto June 2013. . Those who are enrolled in, January 2013 it is valid upto December 2013. You have to submit the assignment of all the courses to The Coordinator of your Study Centre. For appearing in June Term-end Examination, you must submit assignment to the Coordinator of your study centre latest by 15th March Similarly for appearing in December Term-end Examination, you must submit assignments to the Coordinator of your study centre latest by 15th September Note : In case you receive the study material and assignments late, you can submit the assignment responses within one month after receiving the study material. 2 TUTOR MARKED ASSIGNMENT Course Code Course Title Assignment Code Assignment Coverage : : : : AED-01 Export Procedures and Documentation AED-01/TMA/2012-13 All Blocks Maximum Marks : 100 Attempt all the questions 1. 2. Describe the various kinds of commercial documents used in export. Discuss the significance of commercial invoice and bill of lading. 10+10) (a) Describe the various factors which may motivate a firm to export. (b) Discuss the methods of dispute settlement in international trade. (10+10) (a) (b) Discuss the foreign trade policy related to export. What do you mean by cargo insurance? Why should the goods be insured? 3. (10+10) 4. Distinguish between the following: (a) FOB Contract and CIF Contract (b) Total Loss and Particular Loss Write short notes on the following: (a) Export Licensing (b) Procedure for Claim ing Duty Drawback (10+10) 5. (10+10) 3 How to cite Aed01, Essay examples

Organizational Change Plan free essay sample

When executives and students of management talk about organizational change, they mean many different things. Introducing a new enterprise resource planning system in order to coordinate and standardize internal processes is an organizational change. So is shutting down a factory, selling off a noncore business, or laying off employees. How about introducing a new business model to meet innovative competitors, adopting a new pay-for-performance system to motivate individual effort or a stock option plan to encourage a shared sense of ownership in the company? Entering global markets, integrating acquired companies, and outsourcing nonstrategic activities—these, too, are examples of organizational change. In order to understand and analyze the dynamics of change, and particularly the requirements of effective change implementation, it is important to sort out and distinguish the various approaches an organization can take. This chapter will explore multiple paths to change, paying special attention to behavioral change. In particular, this chapter will: Identify the role of strategic renewal in propelling change Focus on the behavioral aspect of organizational change Analyze the dynamics of motivating employees to alter their behaviors Differentiate the three faces of change Understand the source of both employee resistance to and support for change We will start by looking at an attempt by the president of a small but prestigious local bookstore to improve financial performance in the face of competition from national chains as well as from Internet giant Amazon. Tales of Woe at Concord Bookshop * *David Mehegan, â€Å"Tales of Woe at Concord Bookshop,† Boston Globe, December 23, 2003, p. All rights reserved. It’s like a family quarrel that nobody wants and nobody knows how to stop. The Concord Bookshop, a 64-year-old independent store regarded as one of the best in New England, is beset by a bitter clash between owners and staff. The conflict puts pressure on the store at a time when independent booksellers are reeling from competition from chains and the Internet. ** **Concord, a prosperous suburb of Boston, Massachusetts, is the site of the opening battle of the American Revolutionary War. Its rich literary history dates back to the nineteenth century when it was the home of the transcendental writers, notably, Ralph Waldo Emerson and Henry David Thoreau. Eight of Concord Bookshop’s employees, including the trio of top managers, have quit or given their notice. The staffers’ years of service add up to 73. The three managers, including [the] general manager . . . have worked at the store for a total of 34 years. Meanwhile, a group of outraged local authors . The precipitating event was a surprise announcement last month by the owners—a group of three families represented by a board led by President Morgan â€Å"Kim† Smith of Concord—that a new general manager will be hired. No one was laid off, and no one’s salary was cut. Yet many of the staff were outraged at the de facto demotions, as well as by what they saw as the owners’ immovable stance. . . â€Å"We asked for a meeting with the whole board,† says [a departing staff member]. â€Å"We presented our concerns, and they thanked us for our input and said, ‘We’re going to do it our way, and if you don’t like it, each of you will have to make up your mind as to how to proceed. ’ Something in me died, the fragile alchemy that made it such a great place to work had died. They had made their plans, we were expendable employees, and we could take it or leave it. †. . . â€Å"We’re heartbroken about it,† says David Donald, professor of history emeritus at Harvard University . . . â€Å"These are people we deal with all the time. It’s a wonderful store, beautifully arranged. They are knowledgeable and are glad to look things up. † Adds Joanne Arnaud, director of the Boston Literacy Fund and a Concord resident who also signed the letter: â€Å"What makes the Concord Bookshop different is the people and their institutional memory and their memory for a customer. I can say, ‘I’m looking for a book for someone who liked the last book by Nicholas Basbanes. Can you help me? ’ They are so warm and welcoming. † The clash appears to be rooted in finances. Smith declined to give numbers but portrayed the store’s financial situation as dire. â€Å"Things have never been worse,† he says. â€Å"We are offering something important to the town of Concord, which is wonderful, but it isn’t profitable. † Smith praises the three managers but says, â€Å"The owners felt the three-way management was not working out. † The managers say finances aren’t so bad. They . . . issued a written comment: â€Å"In explaining to us the change in management structure, the owners told us they wanted to take the store in a different direction. We hold different opinions regarding the financial health of the store. We are very proud of what we have been able to accomplish these past five years. † There’s no disagreement, though, that profit margins are tighter than ever, and that the past few years have been rough on independent bookstores, especially in the age of Barnes Noble, Borders, and Amazon. com. Smith believes some of the store’s programs should be reexamined, such as regular weeknight author appearances and signings, which require paying staff to keep the store open. â€Å"Increasingly, people are buying their books elsewhere and bringing them to signings,† Smith says. â€Å"We had 70 people at the Tracy Kidder signing, but we sold only 10 books. I discovered a guy coming in with five copies of the book that he bought [elsewhere]. We want to preserve the store, but we need to make the finances work. † There’s no dispute, either, on Concord’s national reputation in the trade. â€Å"It is one of the jewels of New England,† says . . . [the] executive director of the New England Booksellers Association. . . â€Å"They are the kind of store that’s on everyone’s A list. Publishers are interested in what Concord buys. They ask, ‘How is Concord doing with the book? ’ They are exemplars for reaching out to the community and in cultivating authors†. . . The conflict illustrates the special place a bookstore can have in a small community, especially one such as Concord, with its numerous authors and links to such literary giants as Emerson and Thoreau. The store is regarded as a community resource, not just a business. â€Å"This is Concord vs. Concord,† says Martha Holland, who is quitting after 18 years. â€Å"There were a hundred points where it could have been smoothed over. How it got so out of hand, I don’t understand. The owners have every right to run their business as they see fit. But if the staff goes, it’s just a bunch of bookshelves and carpets. † Strategic Responsiveness Morgan Smith’s attempt to bring financial discipline to the Concord Bookshop seemed quite sensible in the face of new competitive realities. Owners, employees, customers, and suppliers all agreed on the desirability of maintaining the store’s viability. Yet Smith’s approach to change implementation—the actions taken by organizational leaders in order to support strategic renewal and achieve outstanding performance—led to resistance, conflict, and resentment. Recognizing the need for change is a vital first step. Successful implementation, however, is required to translate that recognition into an effective strategic response. We live in a period of rapid and dramatic change: significant alterations in customer expectations and demands, new technologies, competitors with innovative business models, shifts in workforce demographics and values, new societal demands and constraints. Organizations need to respond to external dynamics in order to create and maintain outstanding performance. Theory into Practice Strategic responsiveness to a dynamic external environment demands organizational change. In response to those dynamics, organizational leaders often decide to engage in a process of strategic renewal. Strategic renewal refers to an alteration of an organization’s strategy with the intent of regaining sustainable competitive advantage. 1 Exhibit 1-1 provides examples of organizations whose leaders made a purposeful decision to renew their strategies. Some attempts have been more effective than others. Strategic renewal at IBM and Walgreens proved successful, while efforts to transform Enron’s strategy collapsed in failure. At different points in the text, we will explore and analyze the efforts of these companies to implement new strategies effectively. Exhibit 1-1 Strategic Responsiveness in Sample Companies. Company Altered Strategy Enron Move from energy production to energy trading GE Move from commodity business to high value-added products and services IBM Move from product to service/consulting company Marks and Spencer Move from a department store appealing to traditional, conservative adult British shoppers to a store appealing to young, trendy shoppers Renault Move from French-based to internationally focused automobile company Walgreens Move from store-based chain in order to capture growing Internet business Facebook Move from restricted, college campus-only social network to become a â€Å"universal utility† open to everyone Strategic renewal requires organizational change (see Exhibit 1-2). Strategic renewal demands â€Å"wide-scale invention, reinvention, and redesign of business processes and organizational structures. † 2 IBM pulled off strategic renewal as it moved from a product to a service/consulting company. Harley-Davidson managed a different but equally significant strategic renewal by redefining its relationship with its customers. Exhibit 1-2 Strategic Renewal and Organizational Change. Theory into Practice To implement a renewed strategy, organizational leaders need to engage in a change process. For strategic renewal to be effective, organizations need to do more than announce a new strategy. Leaders need to align internal processes, structures, and systems with the demands of that new strategy. New organizational capabilities—talents and skills possessed by employees—need to be built. Underlying all those shifts is the requirement to engage in discontinuous change: large-scale, long-term reorientation of most or all of the central aspects of organizational life. The goal is to create lasting alterations in patterns of employee behavior in order to support strategic renewal. Strategic Renewal through a New Business Model Apple Computer seemed well positioned to achieve a breakthrough into the corporate/business market. With the extraordinary popularity of its iPod and iPhone offerings, young customers were flocking to Apple products as never before. But successful penetration into the business market would require more than loyal customers and brand familiarity. Apple’s business mode would need to change. The company’s long-standing highly secretive culture (Steve Jobs enjoyed launching new products with high security prior to his grand announcements) would need to change. In the corporate world, customers expect to be treated as long-term partners, actually having a say in the development of new products. In order to extend its popularity among young, tech-savvy consumers into the corporate marketplace, Apple would need  to alter its business model. Business model innovation has become an increasingly common avenue for corporate growth. At its most basic level, a business model is the organization’s approach to generating revenue and making a profit. More specifically, business models involve the configuration of and the nature of the linkage between operations. 4 Start-up companies often gain a competitive advantage over long-standing market leaders by offering novel business models. Consider the following examples: Starbucks offered high-priced coffee specialty drinks in a relaxed environment. Amazon sold books online. Southwest Airlines provided an air service that competed with bus service and driving. Dell built computers to customer specifications. Zara placed low-cost high-fashion items on shelves with incredible speed. YouTube revolutionized the creation and distribution of video. Facebook integrated web-based interconnectivity with traditional school-based yearbooks. All of those companies had the advantage of building the innovative business model from scratch, â€Å"greenfield† as it is often called. They could harmonize their internal processes and employee competencies and behaviors with the requirements of their model. They did not face the challenge of nurturing a new business model within an existing, long-standing approach to generating revenue. Theory into Practice It is possible to gain competitive advantage through the creation of a new business model, but changing your existing business model will create special change challenges. Altering an existing business model, especially one that has been successful in the past, has proved much more challenging than a greenfield effort. Some organizations have been successful: Under Louis Gerstner, IBM transformed its business model for generating profits from the sales of hardware to generating profits from services and software. Lufthansa’s Jergen Weber moved the company from a centralized collection of functional stovepipes to a number of free-standing service offerings, including cargo handling, on-plane catering, and service maintenance. Carlos Ghosn changed the failing business model of Nissan by simultaneously centralizing product design and globalizing the company’s supply chain. Not all attempts to alter a company’s business model lead to success, of course. Michael Armstrong’s effort to move ATT from a long-distance phone company to a full-service provider of a wide array of offerings—cable, long-distance, local, wireless, etc. —proved disastrous. 6 Most notoriously of all, Jeffrey Skilling’s alteration of Enron’s business model—from energy provider to energy futures trader—disintegrated over the company’s inability to build sustainable profitability (and its leaders’ willingness to hide that fact from the public, investors, and employees). Corporate leaders believe that business model innovation will be the major source of growth over the next decade. 8 To achieve that desired growth, however, they will need to become effective change leaders. Because business model innovation alters the nature of linkages among employees, it disrupts existing patterns of behavior while demanding new competencies and skills. The failure of a company to engage in organizational change undermines a company’s capacity to innovate in their business model. 9 All business model innovation—that is, moving from the status quo to a new model—requires organizational change. Theory into Practice Adaptation of a new business model within a corporation will require organizational change. Behavioral Change Effective strategic renewal requires behavioral change that directly targets patterns of employee actions and interactions in order to meet the company’s strategy and to achieve and sustain outstanding performance. Theory into Practice If change interventions are to achieve significant and sustainable impact on performance, they must focus on altering patterns of employee behavior. Effective implementation depends on an alteration in patterns of employee behavior. Behavior refers to the actions employees take to enact their roles and responsibilities within the organization. Behaviors involve what employees do and how they do it, how much effort they bring to their roles, and how persistent they are in achieving desired outcomes. Behavior also involves the enactment of relationships: how employees interact with others (peers, subordinates, superiors, customers, suppliers, the host community, and so forth). It is this enactment of roles, responsibilities, and relationships that constitutes employee behavior in organizations. The collective enactment of those roles, responsibilities, and relationships—that is, the patterns of employee behavior within organizations—constitutes the target of behavioral change efforts. Behavioral change seeks more than a short-term alteration. New behaviors that are adopted for a short period of time and then dropped as employees return to old approaches will undermine strategic renewal. In order to support strategic renewal and outstanding performance, new behaviors need to be sustainable and adaptive to shifts in the external environment. The reason sustainability of new behaviors matters can be stated simply: the ways in which employees behave significantly impact the organization’s performance. Beyond products and market position, beyond plants and technology, employee behaviors affect the bottom-line performance of the organization. 10 Theory into Practice Organizational change seeks to create long-term, sustainable alterations in employee behaviors. Just how does that happen? How is it that patterns of employee behavior impact a company’s bottom-line performance? The key to understanding the relationship of behaviors to performance can be found in the idea of motivation. Motivation, in this case, refers to the degree to which employees are committed to the achievement of outstanding performance both for themselves and for their company. Employee motivation pays off in bottom-line performance. High motivation creates in employees the capability and willingness to work together to solve problems. Quality improves, customer responsiveness increases, and adaptation occurs. Chapter 4 will examine in detail efforts to redesign organizations to capture the benefits of enhanced employee involvement and commitment. For now, we can suggest that behaviors count. The competitive advantage delivered by behavioral change can be long term and sustainable. The manner in which work is organized, information is shared, decisions are made, coordination occurs, and problems are solved are all performance differentiators. 11 Furthermore, that performance edge is sustainable for decades, leading to significant and often staggering competitive advantage. 12 Theory into Practice The way employees behave impacts the bottom-line performance of the company. Sources of Behavior Effective change implementation needs to start with an appreciation of the source of an individual’s behavior. What is it that leads an individual to behave in a certain way? Individual psychology is important, of course: who the individual is, what values he or she brings to the workplace, even how that individual thinks and learns. But individual psychology can be difficult to assess and slow to change. A leader seeking leverage over employee behavior can start by focusing not on individual psychology but on the organizational context in which employees work. Theory into Practice Behavior comes from both the individual and the organizational context in which the individual works. Organizational context—the setting and circumstances in which employees work—exerts a powerful impact on behavior. Companies as diverse as Google, Nordstrom, MySpace, and Southwest Airlines endeavor to promote an organizational context that shapes individual behavior. They call upon organizational culture and values, the behaviors of leaders, as well as rules and procedures to define a context that shapes how employees enact their roles, responsibilities, and relationships. To appreciate the power of organizational context to shape behaviors, we can examine a specific example of an employee mistake. Sheryl Sandberg, an advertising manager at Google, made a mistake that cost the company millions of dollars. â€Å"Bad decision,† she admitted, â€Å"moved too quickly, no controls in place, wasted some money. † 13 Sandberg quickly informed Google cofounder Larry Page. Employees make mistakes, even occasionally big ones such as Sandberg’s. Leaders have an important opportunity to shape organizational context by the manner in which they respond to those errors. Quick and harsh repercussions—firing, for example, or demotion—will have one kind of impact on the organizational context in which employees work. That response may be justified and reasonable, but it may also work to stifle future risk-taking behaviors. Or perhaps employees will be less willing to admit mistakes, slowing down an organization’s response time. The boss may also respond in a less harsh and punishing manner. Listen to the reaction of Google cofounder Larry Page, to Sandberg’s admission: I’m so glad you made this mistake, because I want to run a company where we are moving too quickly and doing too much, not being too cautious and doing too little. If we don’t have any of these mistakes, we’re not taking enough risk. The point is not that Page’s response is the only â€Å"correct† or reasonable response to the admission of a mistake. Leaders have to determine what type of organizational context they seek to create. That context will need to be aligned with the company’s strategy and purpose. Page and Google cofounder Sergey Brin believe that mistakes can provide fuel for improvements, even innovation. â€Å"We’re willing to tolerate ambiguity and chaos,† says senior vice president Shona Brown, â€Å"because that’s where the room is for innovation. † Google’s leaders want a context that tolerates risk in order to generate innovation. Employee Participation and Resistance to Change Not all employees greet change with equal enthusiasm. It is useful, therefore, to examine the sources of employee resistance to change and the ways in which managers can overcome resistance. Resistance refers to action, overt or covert, exerted on behalf of maintaining the status quo. 14 Why Employees Resist Change You’re either for this change or you’re against it. That refrain may be familiar; it is not, however, accurate. Employee response to change runs across a broad spectrum, ranging from â€Å"commitment† at one end to â€Å"aggressive resistance† on the other.