Coaching/Leadership Skills

Coaches have many diverse roles which can vary in importance according to the age group of the team. In simple terms, the role of the coach is to plan, act and review. This is an ongoing process aimed at improving the qualities of the coach and the performance of players. The basic roles of an effective coach are: †¢ Manager dealing with a wide range of players, officials and supporters. †¢ Leader assigned to organise training, match-day events and team morale. †¢ Teacher instructing football skills and team tactics. Mentor behind every successful person there is one elementary truth: somewhere, somehow, someone cared about their growth and development. This person was their mentor. †¢ Selector – involved in the planning and selection of the best team to represent the club. †¢ Communicator providing clear instruction and feedback to the team and individual players. †¢ Psychologist dealing with various individual personalities within the team. â₠¬ ¢Public relations representing the club at official functions and community activities. †¢ Studentcontinually seeking to upgrade knowledge of the game. Sports trainer – with a basic knowledge of injury prevention, care and management. †¢ Planner – annual integrated plan covering pre-season, competition, physical, technical, tactical, psychological, workload volumes and intensities etc. †¢ Motivator – including engendering players’ acceptance of own responsibility. †¢ Goal-setter – making sure that goals are achievable, challenging and measurable. †¢ Creating a successful learning environment – focusing on what you can control; recognising individual and group needs.MEASURING AND IMPROVING YOUR COACHING EFFECTIVENESS Australian Football is continually changing; rules change, techniques change, equipment is refined and coaching methods, including the application of sport sciences, evolve. Coaches must keep abreast of these changes and adapt their coaching accordingly. All coaches have to know if they are effective or ineffective, independent of the ability of the playing group. The following techniques can assist coaches in measuring and improving their coaching effectiveness. Coach self-reflectionUnless coaches can arrange for someone to observe and analyse them on a regular basis, the self-reflection method is the only method that can be used to confirm the effectiveness of their coaching. Self-reflection in coaching is a process where coaches compare their current practice against an ideal set of practices, using a systematic procedure to make comparisons between real and ideal. Video analysis Video analysis is another effective tool that assists in the self-reflection process because videotape provides permanent images that can help with in-depth analysis and evaluation.It can also help to identify areas in need of improvement and can also be used to plan for such improvement. Video self-an alysis is a six-step process: 1. Recording – videotape a coaching session. 2. Reflecting – review the tape to find a suitable segment, then analyse the segment against the ideal model. 3. Consulting – invite a mentor to ‘audit’ the analysis. 4. Planning – design a plan to improve. 5. Implementing – carry out the plan. 6. Follow-up recording – videotape a follow-up coaching session and check that the plan has worked. MentoringEffective coaches have often had the good fortune to have been coached by a very good coach. On becoming coaches themselves they may have imitated many of the coaching behaviours and methods used by their previous coaches. This process can be carried on into a coach’s current development through a mentor. A mentor is usually an experienced person who works individually with a less experienced coach. A good mentor is someone, chosen by a coach, whom the coach respects for their knowledge, attitudes and mentoring skills to assist them in their development.The mentor asks questions about the methods used and guides the coach toward a better understanding of his or her coaching. In selecting a mentor, a coach can reflect on who are the people in their field (not necessarily restricted to other coaches) they admire most, why they admire these people, and what are the admirable qualities they possesses. The answers to these questions will direct coaches to suitable mentors, with whom they can work formally or informally to develop their own unique skills and attributes.BEHAVIOUR MODIFICATION It is sometimes just as difficult to modify coaching behaviour as it is to modify player behaviour. Coaches who are attempting to modify their own behaviour should try the following strategies: †¢ Identify the behaviour to be modified. †¢ Establish the characteristics of the new behaviour. †¢ Look at models of the new behaviour. †¢ Assess how important the change is – ho w will it affect the coach’s effectiveness? †¢ Obtain feedback about the behaviour. †¢ Reassess the effects of the change on all coaching tasks.

Conflict Process and Management

Conflict Process Managing Conflict Case Studies Organizational Conflict Nidhi S Kohli 123720 R L Aparna 123716 Manisha K 123717 Priyanka G 123726 Swetha Joshi 123734 Sri Lakshmi 123732 CONTENTS 1. INTRODUCTION 1. CONFLICT PROCESS i. Stephen. P. Robbins’s Classification ii. Ashwattapa’s Compilation 2. MANAGING CONFLICT * Conflict Resolution Techniques * Conflict Stimulation Techniques * Types of Conflict and Resolution 3. CASE STUDIES i.Maruti Suzuki – Manesar Plant * Introduction * Findings * Suggestion & Conclusions ii. Indian Health Care Organization * Introduction * Findings * Suggestion & Conclusions 4. BIBLIOGRAPHY Introduction Conflict Defined It is a process which begins when one party perceives that another party has negatively affected, or is about to negatively affects, something that the first party cares about. Two main Schools of Thought * Traditional View A Belief that all conflicts are harmful and should be avoided. * Human Relations ViewBelief tha t conflict is natural and an inevitable outcome in any group. It is not only a positive force but is also necessary for a group to perform well. CONFLICT PROCESS (As proposed by Stephen Robbins) Stage 1: Potential Opposition or Incompatibility: * The first step in the conflict process is the presence of certain conditions that create opportunities for conflict to arise. * They need not lead directly to conflict, but one of them is necessary for conflict to arise. * These are the SOURCES of conflict. They can be broadly classified as: i. Communication Semantic difficulties, misunderstandings, and â€Å"noise† * Semantic difficulties arise as a result of difference in training, selective perception & inadequate information about others. * Potential to conflict arises in case of information overload or when information is too less. * Differing word connotations, jargon, insufficient exchange of information & noise in the communication channel are antecedent conditions to conflic t. * The filtering process as information is passed through different levels of organization offer potential opportunities for conflict to arise. i. Structure * Size and specialization of jobs The larger the group & more specialized its activities, the greater the likelihood of conflict. The potential of conflict is greatest when group members are younger & turnover is high. * Jurisdictional clarity/ambiguity The greater the jurisdictional ambiguity in precisely defining responsibility for actions, the greater the potential of conflict, as it increases inter-groups fighting for control of resources & territory. * Member/goal incompatibilityGroups within organizations have diverse goals. This diversity of goals among groups is a major source of conflict. * Leadership styles (close or participative) Tight & continuous observation with general control of other’s behaviors increases conflict potential. Also, research points out that participation & conflict are highly correlated, because participation encourages the promotion of differences. * Reward systems (win-lose) Conflict is created when one member’s gain is at another’s expense, especially in a group.But, if a group is dependent on another group, opposing forces are stimulated if one’s gain is at another’s expense. * Dependence/interdependence of groups iii. Personal Variables * Differing individual value systems: The most overlooked variable is social conflict, i. e. differing value systems. They are differences such as prejudices, disagreements over one’s contribution in the group and rewards one deserves and the likes. * Personality types: Having employees with different or opposing personality type, may lead to conflicts.Eg: Individuals who are dogmatic and highly authoritarian and who demonstrate low esteem may lead to potential conflict. Stage 2: Cognition and Personalization: If the conditions cited in stage 1 negatively affect something that one party cares about, then the potential for opposition or incompatibility becomes actualized in the second stage. The antecedent conditions can only lead to conflict when one or more of parties are affected by, and aware of, the conflict. As we noted in our definition of conflict, perception is required.Therefore, one or more of the parties must be aware of the existence of the antecedent conditions. However, because a conflict is perceived does not mean that it is personalized. Example: A may be aware that B and A are in serious disagreement†¦ but it may not make A tense or anxious, and it may have no effect whatsoever on A’s affection towards B. It is at the felt level, when individuals become emotionally involved, that parties experience anxiety, tension, frustration or hostility. IMPORTANCE OF STAGE 2:It is where conflict issues tend to be defined. It is the stage where the parties decide what the conflict is about. As a result this â€Å"sense making† is critical because t he way a conflict is defined goes a long way towards establishing the sort of outcomes that might settle it. Example: if I define our salary disagreement as a zero –sum situation –that is, if you get the increase in pay you want, there will be just that amount less for me- I am going to be far less willing to compromise than if I frame the conflict win- win situation (i. e. the dollar in the salary pool might be increased so that both of us could get the adds pay we want) ROLE OF EMOTIONS IN STAGE 2: Emotions play a major role in shaping perceptions. As they are classified into two: i) Negative emotions- to produce over simplification of issues, reduction in trust, and negative interpretations of the other party’s behavior. ii) Positive emotions- to increase the tendency to see potential relationships among the elements of problem, to take a broader view of the situation and to develop more innovative solutions. Stage 3: Intentions:Intentions are decisions to ac t in a given way in a conflict. Intentions intervene between people’s perception and emotions and their behaviour. The dimensions of intentions are: * Cooperativeness (the degree to which one party attempts to satisfy the other party’s concerns) * Assertiveness (the degree to which one party attempts to satisfy his or her own concerns) Using these two dimensions five conflict handling intentions can be identified. When concern for the self is low, they could be unassertive and if concern for the self is high, they could be very assertive.If the concern for others is low then they tend to be uncooperative and vice versa. 1) Competing: When one person seeks to satisfy his or her own interests regardless of the impact on the other parties to the conflict, he/she is competing. A competing style is high on assertiveness and low on cooperativeness. Competing style may be necessary when a quick, decisive action is required or when unpopular courses on important issues need to be implemented such as cost cutting and discipline a staff member. In addition this style may be required when â€Å"you know you are right† is an issue. ) Collaborating: A situation in which the parties to a conflict each desire to satisfy fully the concerns of all the parties. In collaborating, the intention of the parties is to solve the problem by clarifying differences rather than by accommodating various points of view. A collaborating style is high on both cooperation and assertion. The parties to a conflict view it as a problem solving situation. A problem solving approach requires the following conditions: * The parties to a conflict channel their energies in solving the problem rather than defeating each other. The goals, opinions, attitudes and feelings of all parties are accepted * The parties should realize that the conflict issue can make an effective contribution to the quality of human relationships if the issue is solved through a supporting and trusting cli mate. A critical concept is here that no blame is assigned to anyone and the issue is kept in focus. It is time consuming and may be costly when many individuals are involved. It can be used in following situations: * When there is a high level of trust When you don't want to have full responsibility * When you want others to also have â€Å"ownership† of solutions * When the people involved are willing to change their thinking as more information is found and new options are suggested 3) Avoiding:  A person may recognize that a conflict exists and want to withdraw from it or suppress it. Avoiding includes trying to just ignore a conflict and avoiding others with whom you disagree. Avoiding might take the form of postponing an issue for a better time or simply withdrawing from a threatening issue.An avoiding style may reflect a failure to address important issues and a tendency to remain neutral when there is a need to take position. It can be advisable in situations like: * When more information is needed to take a good decision * When you desire that people should cool down so that they regain their perspective after which tension may be handled properly and productively * When someone else can resolve the conflict more effectively 4) Accommodating: when one party seeks to appease an opponent, that party may be willing to place the opponent’s interests above his or her own.One party is willing to be self-sacrificing in order to maintain the relationship. This style is low in assertiveness and high in cooperativeness. A person who uses this style may be showing too little concern for personal goals as a result it may lead to lack of influence and recognition. The conflict is resolved without each party to a conflict presenting his or her own views. This style may be useful in following situations: * When maintaining harmony is more important * A conflict issue is more important to other person * Where relationships involved are more highly val ued then a conflict issue ) Compromising: A situation in which each party to a conflict is willing to give up something. Compromise is a common and practical approach to conflict management, in which two equally strong and persuasive parties attempt to work out a solution. It is an important style to settle complex issues in the short run. It can also be used as a backup mode when both collaboration and competition fail to work effectively in resolving the conflicts. Conclusion: Intentions provide general guidelines for parties in a conflict situation. They define each party’s purpose. Yet people intention is not fixed.During the course of conflict, they might change because of an emotional reaction to the behavior of other party. Stage IV: Behaviour: * The behaviour stage includes the statements, actions and reactions of conflicting parties. * This conflict behaviour is clear attempts to implement each party’s intention. * It is a dynamic process of interaction with a continuum. * Outcome maybe functional-improving group performance OR dysfunctional-hampering group performance. * When most people think of conflict situation they tend to focus on stage IV because this where conflict becomes visible.The behaviour stage includes the statements, actions and reasons made by the conflicting parties. These conflict behaviours are usually overt attempts to implement each party’s intentions, but they have stimulus quality that is separate from intentions. As a result of miscalculations or unskilled enactments, overt behaviour sometimes deviates from original intentions. * It helps to think of stage IV as a dynamic process of interaction. For Example: you make a demand on me, I respond by arguing, you threaten me, I threaten you back, and so on. * All conflicts exist somewhere along this continuum.At the lower part of the continuum, we have conflicts characterized by subtitle, indirect and highly controlled forms of tension, such as a student quest ioning in class a point the instructor has just made. Conflict intensities escalate as they move upward along the continuum rage. * The outcomes may be functional or dysfunctional. Functional -improving group performance. Dysfunctional -hampering group performance. For the most part, conflicts that reach the upper ranges of the continuum are almost always dysfunctional. Functional conflicts are typically confined to the lower range of the continuum.STAGE V: Outcomes: The action-reaction interplay between the conflicting parties results in consequences or outcomes. These outcomes may be: * Functional in that the conflict results in an improvement in the group’s performance, or * Dysfunctional in that it hinders group performance. Functional conflict: A functional conflict is a confrontation between groups that enhances and benefits the organization’s performance. * For example, two departments in a hospital may be in conflict over the most efficient and adaptive method of delivering health care to low-income rural families.Two departments agree on the goal but not on the means to achieve it. * Whatever the outcome, the low-income rural families probably will end up with better medical care once the conflict is settled. Without this type of conflict in organizations, there would be little commitment to change, and most groups would become stagnant. Functional conflict can lead to increased awareness of problems that need to be addressed, result in broader and more productive searches for solutions, and generally facilitate positive change, adaptation, and innovation.Dysfunctional conflict: A dysfunctional conflict is any confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals. Management must seek to eliminate dysfunctional conflict. Beneficial conflicts can often turn into harmful ones. In most cases, the point at which functional conflict becomes dysfunctional is impossible to ide ntify precisely. The same level of stress and conflict that creates a healthy and positive movement toward goals in one group may prove extremely disruptive and dysfunctional in another group.A group’s tolerance for stress and conflict can also depend on the type of organization it serves. Auto manufacturers, professional sports teams, and crisis organizations such as police and fire departments would have different points where functional conflict becomes dysfunctional than would organizations such as universities, research and development firms, and motion-picture production firms. Conflict can be considered as functional or dysfunctional depending on its effects on the organizational performance. Conflict also affects relationships within and between groups in several ways.We will look first at changes that typically occur within conflicting groups and then at the changes that occur in the relations between such groups. Changes within Groups: Within groups engaged in confl ict, the following changes are often observed: 1. First, external threats such as conflict bring about increased group cohesiveness. As a result, groups engaged in conflict become more attractive and important to their own members. 2. Increased cohesiveness suggests that conformity to group norms becomes more important. This may take the form of blind acceptance of dysfunctional solutions to the conflict.This is referred to as the emphasis on loyalty. 3. Ongoing conflict also stimulates an emphasis on task performance. All efforts within each conflicting groups are directed towards meeting the challenge posed by other groups, and concerns about individual satisfaction lose importance. 4. A sense of urgency surrounds task performance; defeating the enemy becomes uppermost, and there is much less goofing off. 5. In addition, when a group is in conflict, otherwise reluctant members will often submit to autocratic leadership to manage crisis, perceiving participative decision making as slow and weak. . A group in such circumstances is also likely to place much more emphasis on standardized procedures and centralized control. Changes between Groups: In addition to these four changes within groups, four changes often occur in relations between conflicting groups: 1. Hostility often surfaces in the form of hardened â€Å"we-they attitudes†. Each group sees itself as virtuous and other groups as enemies. 2. During conflicts, the perceptions of each group’s members become distorted. Group members develop stronger opinions of the importance of their unit. The marketing group in a business organization may think, â€Å"Without us selling the product, there would be no money to pay anyone else’s salary†. * The production group, meanwhile, will say, â€Å"if we don’t make the product, there is nothing to sell. † 3. The final change between groups is decreased communication. This can be extremely dysfunctional. The decision-making p rocess can be disrupted, and the customers or others whom the organization serves can be affected. PROCESS OF CONFLICT (As Proposed by Ashwathappa) The process of conflict comprises of five stages: 1. Latent Conflict 2.Perceived Conflict 3. Felt Conflict 4. Manifest Conflict 5. Conflict Outcome 1. Latent Conflict: When two or more parties need each other to achieve desired objectives, there is potential for conflict. Other antecedents of conflict such as interdependence, different goals, etc, do not automatically create conflict. But when they exist, they make it possible. Latent conflict often arises when a change occurs. Conflict is likely to be caused by a budget cutback, a change in organizational direction, a change in personal goals or the assignment of a new project to an already overloaded team.Antecedents of conflict: * Incompatible personalities or value systems. * Overlapping or unclear job boundaries. * Competition for limited resources. * Inadequate communication. * Int erdependent tasks. * Organizational complexity (conflict tends to increase as the number of hierarchical layers and specialized tasks increase). * Unreasonable or unclear policies, standards or rules. * Unreasonable deadline or extreme time pressure. * Collective decision making (the greater the number of people participating in a decision, the greater the potential for conflict). * Decision making by consensus. Unmet expectations (employees who have unrealistic expectations about job assignment, pay or promotions are more prone to conflict). * Unresolved or suppressed conflict. 2. Perceived Conflict: This is the stage at which members become aware of a problem. Incompatibility of needs is perceived and tension begins as the parties begin to worry about what will happen. But no party feels that it is being overly threatened. 3. Felt Conflict: At this stage, parties become emotionally involved and begin to focus on differences of opinion and opposing interests- sharpening perceived c onflict.Internal tensions and frustration begin to crystallize around specific, defines issues, and people begin to build an emotional commitment to their position. 4. Manifest Conflict: At this stage, parties engage in actions that help achieve own objectives and thwart those of others. Conflict behaviours vary from the subtle, indirect and highly controlled forms of interference, to direct, aggressive, violent and uncontrolled struggle. At the organisational level, strikes or lock-outs are the result. 5.Conflict Outcome: The conflict finally results in an outcome, which may be functional or dysfunctional. * Functional conflict refers to confrontation between two ideas, goals and parties that improve employees’ and the organisation’s performance. * Dysfunctional conflict is the negative side of functional conflict. * If the conflict is handled well, the result is functional conflict. * If the conflict is mishandled, the consequence is dysfunctional conflict. MANAGING CONFLICT 1. CONFLICT RESOLUTION TECHNIQUESProblem solving| Face-to-face meeting of conflicting parties to identify ;resolve conflict through open discussion| Super ordinate goals| Creating a shared goal that cannot be attained without the cooperation of each conflicting party| Expansion of resources| Expansion of resources can create a WIN-WIN situation| Avoidance| Withdrawal from, or suppression of the conflict| Smoothing| Playing down differences while emphasizing common interests between conflicting parties| Compromise| Each party to the conflict gives up something of value| Authoritative command| Management uses its formal authority to resolve the conflict, then communicates it to the conflicting parties| Altering human variables| Using behavioral change techniques, such as human relations training to alter attitudes ; behaviors that cause conflict| Altering structural variables| Changing formal organizational structure ; interaction of patterns of conflicting personalities thro ugh ob design, transfers, creating of coordinating positions etc| 2. CONFLICT STIMULATION TECHNIQUESCommunication| Using ambiguous or threatening messages to increase conflict levels| Bringing in outsiders| Adding employees to a group whose backgrounds, values attitudes or managerial styles differ from those of present members| Restructuring the organization| Realigning work groups, altering rules ; regulations, increasing interdependence, ; making similar structural changes to disrupt the status quo| Appointing a Devil’s Advocate| Designating a critic to purposely argue against majority positions held by the group. | TYPES OF CONFLICT ; RESOLUTION 1) INTRA – PERSONAL CONFLICT 2) INTER – PERSONAL CONFLICT 3) INTRA – GROUP CONFLICT 4) INTER – GROUP CONFLICT 1. INTRA – PERSONAL CONFLICT: Intra personal conflict refers to the discord that occurs within an individual.It is also called ‘Intra individual Conflict’ or ‘Intra psyc hic Conflict’ and is often studied by psychologists and personality theorists who are interested in the dynamics of personality and factors that pre-dispose people to inner conflicts. * Intra personal conflict can develop out of a person’s thoughts, ideas, emotions, values and pre-dispositions. This type of conflict is important because we encounter it on a daily basis and have to negotiate through it. * Though conflicts are usually viewed as negative, intra personal conflict has certain benefits. Healthy conflict provides an individual with the skills needed to develop better relationships, gain an understanding of oneself, increase resolution skills and avoid negative and damaging reactions.Intra personal conflict can be disruptive and stressful if we do not understand our own needs and desires. Therefore, it is important to understand our deep emotions and interests and stay in touch with ourselves. Causes of Intra personal Conflict: Intra personal conflict occurs w hen there is incompatibility or inconsistency among an individual’s cognitive elements. It implies that a new cognitive element is at variance with a prior explanation or expectation. Causes: * Difficulty in making a decision because of uncertainty. * Individual’s are pushed or pulled in opposite direction, i. e. , attractive or unattractive alternatives. * Simultaneous forces of about equal strength. A person is motivated to engage in two or more mutually exclusive situations. * When a person is required to perform a task that does not match his/her expertise, interests, goals and values. Intra personal conflict also arises from frustration, numerous roles which demand equal attention but is not always possible to devote, goals having both negative and positive aspects, cognitive dissonances, and neurotic tendencies. Conflict from Frustration: Frustration occurs when a motivated drive is blocked before a person reaches a desired goal. GOALS (Reduction of Drives ; fulf ills Deficiency) BARRIERS i. Overt ii. Covert DRIVE (Deficiency with Direction)NEED (Deficiency) ( DEFENCE MECHANISMS A. Aggression B. Withdrawal C. Fixation D. Compromise FRUSTRATION * An individual driven by an inner state of deficiency engages in some action to fulfill the deficiency. * But his/her attempts to reach the goal are checked by barriers which may be Overt (external) or Covert (internal). * The overt barriers may be social or non-social * The social barriers are those which are placed by others in the way of reaching one’s goal. * The non-social barriers include floods, power failures, etc. * The covert barriers are those which are inherent or within an individual. These last longer than the external barriers. The internal barriers include physical weakness, disabilities, personal limitations like lack of skill and intelligence, etc. * Blocked by these barriers, an individual becomes frustrated for being unable to reach his/her goal. * Frustration normally trigg ers defence mechanisms in the person. Defence mechanisms refer to unconscious processes that protect an individual from anxiety, stress, external threats, etc. * They do not alter the objective conditions of danger, but simply change the way a person perceives it. They involve an element of self-deception. * The frustrated individual adopts any of the four defence mechanisms: Aggression, Withdrawal, Fixation or Compromise. Aggression refers to the attack of the barriers, physically or symbolically. * Withdrawal refers to backing away from the barrier. * Fixation refers to the continuation of efforts to break the barrier. * Compromise refers to the search for a new goal. * Conflict occurs in all the defence mechanism situations. Goal Conflict: Goal conflict is more complex than conflict from frustration and occurs when the attainment of one goal excludes the possibility of attaining another. There are four major forms of goal conflict. They are: 1. Approach-Approach Conflict 2. Appro ach-Avoidance Conflict 3. Avoidance-Avoidance Conflict 4. Multiple Approach-Avoidance Conflict 1. Approach-Approach Conflict: This conflict arises when the individual is caught between two or more positive but mutually exclusive goals. * Approach-Approach conflict is hardly a conflict at all, because whichever choice the individual makes, he/she will attain a positively valued outcome. * Such a conflict is easily resolved by satisfying one goal first, then the other- Eg. Eating first and then sleeping. * Alternatively, this conflict is resolved by giving up on one of the goals. Obviously, Approach-Approach conflict does not generate much anxiety. Unfortunately, Approach-Approach conflict does not always end as stated. Often, when the choice is made, â€Å"decision regret† may occur. The option not chosen now becomes more attractive, simply because it was not chosen.Decision regret may lead decision makers to reconsider the positive aspects of the chosen option and give them m ore weight to justify and validate the decisions made. 2. Approach-Avoidance Conflict: * This conflict occurs when an individual is simultaneously attracted to and repelled by a single goal object. * If the motive to avoid the goal is stronger than the motive to approach it, the person will be caught where the strengths of the motives are roughly equal. * As the person moves towards or away from the goal, the relatively stronger motive takes over and brings the person back to the point where he/she vacillates. Generally, the Approach-Avoidance conflicts that are most pervasive and difficult to resolve take place in the following: i. Independence vs.Dependence: In times of stress, a person feels like resorting to the dependency characteristic of childhood, to have someone take care of a person and solve his/her problems. But he/she is taught to stand on his/her own feet which is a mark of maturity. ii. Co-operation vs. Competition: A person is taught to compete with others and make a success of one’s own efforts. At the same time, one is taught to co-operate and be helpful to others. iii. Impulsive Expression vs. Moral Standards: All societies place some degree of regulation upon impulse control. Sometimes. A person’s impulses may conflict most frequently with normal standards, and violation of these standards may generate strong feelings of guilt.The Approach-Avoidance conflict is most relevant to the study of Organizational behaviour. Generally, organisational goals have both positive and negative aspects for organizational participants, and hence, it may arouse a great deal of conflict within a person and can actually cause the person to vacillate anxiously at the point where approach equals avoidance. 3. Avoidance-Avoidance Conflict: * This conflict occurs when an individual is forced to choose between two mutually exclusive goals, each of which possesses unattarctive qualities. The net result is that a person is caught between two options. * Faced with an Avoidance-Avoidance conflict, most people will vacillate between the two options, without resolving the conflict. In the context of an organization, Avoidance-Avoidance conflict may be exemplified by a worker who is caught in the dilemma of bearing with the supervisor whom he detests most and quitting the organization and remaning jobless. Two kinds of behaviour are likely to be conspicuous in Avoidance-Avoidance conflicts. * The first is vacillation. As the growth of a goal increases, the closer a person gets to the goal. As the person approaches a negative goal, he/she finds it increasingly repelling. Consequently, the person tends to withdraw, but when a person does this, he/she comes closer to the negative goal and finds it in turn increasing the negative valence. * A second feature of this kind of conflict is an Attempt to Leave the conflict situation.Theoretically, a person might escape Avoidance-Avoidance conflict by running away from it altogether. But in pract ice, however, there are additional negative goals in the periphery of the situation and these prevent us from leaving. A person in Avoidance-Avoidance conflict may resort to other means to get relief from anxiety aroused by the conflict. 4. Multiple Approach-Avoidance Conflict: Often we are confronted with several possibilities for action, each having several desirable and undesirable features. A conflict of this type in which two alternatives- both involving positive and negative features- is referred to as a Double Approach-Avoidance Conflict or a Multiple Approach-Avoidance Conflict. Role Conflict: The final reason for intra-personal conflict is the need of an individual to play several roles simultaneously but finding time and resources inadequate to do so. * Role conflict is a type of social conflict caused from an individual being forced to take on separate and incompatible roles. * Role conflicts can occur individually, as in the case of one person being torn between separate roles for different organizations or groups, or within an organization, when an individual is asked to perform multiple roles in the same group. * Although all the roles which individuals bring into the organization are relevant to their behaviour in the study of Organizational behaviour, the organizational role is the most important. Cognitive Dissonance: * Cognitive Dissonance can lead to intra-personal conflict. Dissonance is the state of psychological discomfort or conflict created in people when they are faced with two or more goals or alternatives to a decision. * Although these alternatives occur together, they do not belong or fit together. * Cognitive Dissonance occurs when individuals recognize inconsistencies in their own thoughts and behaviours. * Such inconsistencies are stressful and uncomfortable, leading to intra-personal conflict. * Employees seek to remove inconsistencies by changing thoughts and behaviours, or by obtaining more information about the issue that is causing the dissonance. But cognitive dissonance, till it is removed, remains a source of conflict. Neurotic Tendencies: These are irrational personality mechanisms that an individual uses that create inner conflict. In turn, inner conflict often results in behaviours that lead to conflict with other people. * One example of neurotic action is the excessive use of tight organizational controls by neurotic managers, because they distrust people. Their excessive distrust and need to control, triggers conflict with others, especially subordinates who come to feel micromanaged and distrusted. * A common reaction to leaders with neurotic tendencies is either overt (open) or covert (hidden) aggression and hostility. Subordinates often try to settle the score and protect themselves from further abuse. These actions give the manager an even stronger sense of employee worthlessness. The manager’s hostility and attempts to control and punish become even more vigorous. STRATEGIES FOR R ESOLVING INTRA-PERSONAL CONFLICTS: Intra-personal conflict arises from frustration, competing roles, or goals having positive or negative aspects. 1. Conflict from Frustration: * To the extent that conflict from frustration results from blocked goal realization, removal of barriers (overt and covert) will help resolve this conflict. It is the manager’s responsibility to clear his employee’s path for advancement in his career. * Frustration is not always bad- it may contribute to improved performance.The frustrated individual may divert his attention from barriers, towards his job and try to show better results. * This is particularly true with an individual who has a self concept that includes confidence in being able to do a job well. But this is no consolation for a manager to ignore the frustration of an employee. If conflict from frustration is not resolved for long, the manager will be running the risk of losing the services of a competent and sincere employee. 2. Goal Conflict: Goal conflict has three main dimensions: approach-approach conflict, approach-avoidance conflict and avoidance-avoidance conflict. * Of the three, approach-approach conflict has the least impact on organisational behaviour.The manager’s involvement is not needed to resolve the conflict. It is best resolved by the employee himself/herself. The well known theory of Cognitive Dissonance helps the individual resolve the approach-approach conflict. The theory states that the person experiencing dissonance will be highly motivated to reduce or eliminate it and will actively avoid situations and information which would increase it. * Approach-avoidance conflict can be resolved by refusing to select either approach (positive aspect) or avoidance (negative aspect) choice. But an organizational member cannot avoid the conflict situation. He/she is forced to make a decision, and is therefore, exposed to conflict.This conflict too can be resolved in the same way as cognit ive dissonance: having decided either way (approach or avoidance), the individual may defend the decision. The manager has a responsibility to help the individual defend his/her choice. * Avoidance-avoidance conflict may be resolved by examining and solving the problems causing the conflict. An understanding of the reasons may help a person to overcome any prejudice he/she has developed against another person. Sound counseling from another person will be highly useful to the affected party. 3. Role Conflict: Role conflict can be resolved by minimizing the number of roles and fixing priorities for them. Once the priorities are determined, there must be no overlapping of roles. Much of the intra-personal conflicts in an organizational member can be resolved by developing compatibility between his/her personal and organizational goals. * A realization that he/she is working for the organisation and not for the managers will help him/her regain his/her balance and remain cool, irritants and hassles notwithstanding. The best solution for intra-personal conflict is to look to Hindu Philosophy and learn a valuable lesson from it. According to the philosophy, an individual is composed of three Gunas or psychogenic substances. They are: Sattwa, Rajas and Tamas. * Sattwa: It means Purity, Serenity, Poise, Calmness, Discrimination, Compassion, Clarity, Goodness, Altruism, Dispassion, Contentment, etc. , or together known as ILLUMINATION. Rajas: It means Love of Fame, Passion, Lust, Strife, Impatience, Jealousy, Pride, Display of Power, etc. , or together known as MOVEMENT. * Tamas: It means Anger, Pride, Ignorance, Stolidity, Offering Resistance, Inertia, forgetfulness, Confusion, Darkness, Brutality, etc. , or together known as OBSTRUCTION. It is essential that one should develop sattwic gunas in oneself, be it the manager or the managed. One can develop sattwic quality by reading holy scripts, regular prayers, moving with pious people, and leading a disciplined life. U nfortunately, modern organizations are filled with people who are imbedded with rajasic or tamasic qualities. Hence, the absence of harmonious industrial relations. 2. INTER- PERSONAL CONFLICT:Too often when a conflict occurs between supervisor-subordinate, employees-customers, coworkers, or even friends, there tends to be either a fight (personal attacks) or a flight (embarrassed silence or leaving) response. Neither is an effective way of handling interpersonal conflict. More appropriate for resolving conflict and preserving positive relationships would be to follow this process. 1. Allow time to cool off. 2. Analyze the situation. 3. State the problem to the other person. Some other strategies for resolving conflicts are: * LOSE – LOSE: In this lose-lose approach to conflict both the parties lose. This approach can take several forms. One very common approach is to compromise or take the middle ground in a dispute. A second form can be to pay off one of the parties in the conflict.These payments can take the form of bribes. A third approach can be to use an outside party or arbitrator to settle the dispute. A fourth approach can be to resolve the conflicts through the existing rules and law. It can sometime resolve the conflicts but the results are not always as desirable as win-lose and especially win-win approach. Lose-lose conflict is damaging and unhealthy to a relationship. Some people try to avoid conflict because they feel it's negative and will hurt someone's feelings. People like this will lose out because they don't give their honest opinion or feedback. They become too concerned with how other people feel at the expense of their own feelings. WIN – LOSE: A win-lose conflict means just that–win or lose. It's a type of conflict where just one person wins the argument while the other one feels bad. It's a game to those who view conflict as a battle to win at all times and at the expense of another person's loss. The win-lose app roach is often used in American business settings. The primary emphasis is on winning all you can, overstate your position, and make decisions quickly. In contrast to this, the Japanese approach to business focuses on team work, cooperation, saving face, avoiding confrontation, understating your position, informally letting others know the bottom line, and reaching areas of agreement.Though win lose strategy helps diffuse conflict, it may not be a permanent solution since the loser will tend to be bitter The following points make the strategy more clear: * There is a clear â€Å"we-they† distinction between the parties. * The parties see the issue from their own point of view. * The emphasis is on the solution rather than on the values, goals and objectives. * There is no planned sequence of activities. * WIN – WIN: It is the most desirable way of resolving conflicts. In this situation, the energies and struggles are directed to solve the problem rather than beating th e other party. The outcomes of this approach are so that both the parties are happy and results have benefits for both the parties.Although this is the difficult most strategy to solve the problems but this should be goal of the managers to resolve interpersonal conflict Interpersonal conflicts arise in every workplace. Supervisors may help reduce the number and severity of these conflicts by: * Emphasizing that employee must, despite their differences, treat each other with respect, dignity and fairness. * Eliminating a defensive climate in which employees judge and criticize each other, have hidden agendas and are close-minded to new ideas and changes. * Establishing a supportive climate where employees openly discuss and understand each other’s ideas and concerns, are willing to listen to each other, and focus on accomplishing their work and group goals. Providing training to employees on improving communication skills and settling differences effectively and on a timely b asis. WAYS OF RESOLVING INTERPERSONAL CONFLICTS: The Defusing Technique: The other person might be angry and may come to the situation armed with a number of arguments describing how you are to blame for his or her unhappiness. Your goal is to address the other’s anger –  and you do this by simply agreeing with the person. When you find some truth in the other point of view, it is difficult for the other person to maintain anger. Empathy: Try to put yourself into the shoes of the other person. See the world through their eyes.Empathy is an important listening technique which gives the other feedback that he or she is being heard. There are two forms of empathy. Thought Empathy  gives the message that you understand what the other is trying to say. You can do this in conversation by paraphrasing the words of the other person. * Exploration: Ask gentle, probing questions about what the other person is thinking and feeling. Encourage the other to talk fully about what is on his or her mind. For example, â€Å"Are there any other thoughts that you need to share with me? † * Using â€Å"I† Statements: Take responsibility for your own thoughts rather than attributing motives to the other person.This decreases the chance that the other person will become defensive. For example, â€Å"I feel pretty upset that this thing has come between us. † This statement is much more effective than saying, â€Å"You have made me feel very upset. † * Stroking: Find positive things to say about the other person, even if the other is angry with you. Show a respectful attitude. For example, â€Å"I genuinely respect you for having the courage to bring this problem to me. I admire your strength and your caring attitude. † 3. INTRA – GROUP CONFLICT: * Intra-group conflict refers to the incompatibility, Incongruence, or disagreement among the members of a group or its subgroups regarding goals, functions, or activities of the gro up. In Intra-group conflict the majority of the members of a group or its subgroups must be involved. Importance of groups: * First, groups are the building blocks of an organization. * Second, groups provide the primary mechanism for the attainment of organizational goals. * Third, groups provide psychological and other support to the individual members. The definition of a group should include the following: * A group must consist of two or more members. * A group must possess a stable structure; * The members should be interdependent. * The members should interact with each other. * The members should work toward the attainment of a common goal(s). Types of Groups: Groups can be broadly classified as formal or informal. 1.Formal Groups: These are further classified as follows: * Task/Functional Groups: Fiedler (1967) classified task groups into three types according to the nature of task interdependencies among group members in attaining their group objectives. * Interacting grou p * Coaching group * Counteracting group * Project Groups 2. Informal Groups: These are further classified as follows: * Interest Groups * Friendship Groups Effects of Intra-group Conflict: * Quality and quantity of team performance are considerably higher in competitive than cooperative conditions, * Heterogeneous members and consequent conflicts of interest and opinion produce better solutions to standardized sets of solutions. Affective conflict negatively influences group performance, group loyalty, work-group commitment, job satisfaction, and intent to stay in the present organization. Sources of Intra-group Conflict: * Leadership Style: * Situation A. * Situation B. * Situation C. * Universalistic approach and contingency approach, * i. e. , System IV for Likert and high concern for both production and people for Blake and Mouton) * Leadership can influence other variables, such as task structure, group composition, and size. * Task Structure * Routine (Simple, defined goals, procedures) * Non-routine (Complex) * Group Composition * Size * Cohesiveness and Group thinkingExternal Threats: 1. The external conflict needs to involve some threat. 2. The external conflict must affect the entire group and all its members equally and indiscriminately, and involve a solution. 3. The group needs to have been an ongoing one with some pre-existing cohesion or consensus, and to have a leadership that can authoritatively enforce cohesion (especially if all the members of the group do not feel the threat). 4. The group must be able to deal with the external conflict, and to provide emotional comfort and support to its members. Intervention: * Process * Team building * Structural * Change group membership * Changing the group size Altering the task * Changing the reward system * Modifying rules, procedures and appeal system. STRATEGIES FOR RESOLVING: 1. Invulnerability 2. Rationale 3. Morality 4. Stereotypes 5. Pressure 6. Self-Censorship 7. Unanimity 8. Mind guards 4. INTER – GROUP CONFLICT: Intergroup relations between two or more groups and their respective members are often necessary to complete the work required to operate a business. Many times, groups inter-relate to accomplish the organization's goals and objectives, and conflict can occur. Some conflict, called functional conflict, is considered positive, because it enhances performance and identifies weaknesses.Dysfunctional conflict, however, is confrontation or interaction between groups that harms the organization or hinders attainment of goals or objectives. Causes of Intergroup Conflict: * One of the most prominent reasons for intergroup conflict is simply the nature of the group. Other reasons may be work interdependence, goal variances, differences in perceptions, and the increased demand for specialists. * Also, individual members of a group often play a role in the initiation of group conflict. Any given group embodies various qualities, values, or unique traits that are created, followed, and even defended. * These clans can then distinguish â€Å"us† from â€Å"them. Members who violate important aspects of the group, and especially outsiders, who offend these ideals in some way, normally receive some type of corrective or defensive response. * Relationships between groups often reflect the opinions they hold of each other's characteristics. When groups share some interests and their directions seem parallel, each group may view the other positively; however, if the activities and goals of groups differ, they may view each other in a negative manner. * When trying to prevent or correct intergroup conflict, it is important to consider the history of relations between the groups in conflict. * History will repeat itself if left to its own devices. Limited resources and reward structures can foster intergroup conflict by making the differences in group goals more apparent.Resolving Inter-group conflict: The approaches available for resolving intra-personal and inter-personal conflicts can be used to solve inert-group disputes too. However, certain unique approaches are available for resolving inter-group conflict. They are: 1. Problem-solving: problem-solving is considered to be the most effective approach available as it emphasizes the attainment of the common interest of both conflicting parties. In the problem-solving strategy, attempts are made to find a solution that reconciles or integrates the need of both the parties. The two parties work together both to define the problem and to identify mutually satisfactory solutions.Moreover, there is open expression of feelings as well as exchange of task related information. 2. Organisation redesign: changing organisational structure is another approach for resolving conflict, particularly when the sources of conflict come from the coordination of work among different departments or divisions. One way of redesigning organisations is to reduce task inter dependence between groups and give each group clear responsibilities. Another way is to transfer or exchange members of conflicting groups. An appeal system may also be developed to eliminate the arbitrary use of power. 3. Super ordinate goals: appealing to super ordinate goals is another way of resolving conflict.The super ordinate goal is a common goal of both conflicting parties and the combined efforts of both parties will be needed to realize the goal. It takes precedence over other goals which may separate the conflicting parties. Survival of the organisation for example, can be a super ordinate goal. Creating awareness that the organisation’s survival will be jeopardized if conflicting groups do not work in unison and can have a salutary effect on disputing parties. 4. Expansion of resources: to the extent that scarce resources cause conflict, removing their scarcity will help resolve conflict. If Upgradation of one’s position has caused ripples elsewhere, some more jobs might be similarly upgraded.If increased budget allocation to one department has caused heart burn to the members of rival departments, the rival division’s allocation can also be correspondingly increased, and so on. 5. Avoidance: when the issue is trivial, avoidance strategy will be useful. In the avoidance strategy, the party or parties to the conflict may either withdraw from the conflict or conceal the incompatibility. In the first instance, one of the conflicting parties or both will withdraw from the conflicting situation. Where avoidance is not possible, concealing the fact by either or both conflicting parties that there is conflict may help defuse the conflict. 6. Smoothen: the process of playing down the differences between the individual and groups and highlighting their common interest is called smoothening.Finding and emphasizing similarities between conflicting parties, while playing down differences, can eventually lead the parties to realize that the two are not as f ar apart as was first believed. With shared viewpoints on some issue, the ability to work towards a smoothen can help reduce the intensity of the conflict and avoid an escalation of open hostility. However, smoothen is recommended as a stop gap measure to let people cool down and regain perspective. CASE STUDIES 1. Maruti Suzuki (Manesar) Company Profile: * MSIL – Maruti Suzuki India Ltd * It is a Japanese automobile company * Publicly listed automaker in India * First to mass produce and sell more than million cars The company's headquarters are located Kasturba Gandhi Marg in New Delhi. * Products: Maruti 800, Alto, Wagnor, Ritz, Swift, Dzire, Omni, Kizashi Evolution in India: * 2 phases pre-liberalization (1983-1996) * 2 phases post liberalization (1997-2001) * Employee number : 6,903 * Style of management : Japanese style * Captured and maintains 80% market share Reasons for choosing Maruti Manesar: * It is the most recent organizational conflict * Shows practical framewo rk of theory * Availability of proper and abundant information * It is a classic example of inter-group conflict Case Findings: * Management-Worker rift reasons: * WORKERS’ TAKE: Workers were paid lesser than counterparts in other locations * Workers were paid lesser than competitor’s workers in same position * Contract , permanent and seasonal workers were paid same wages * Working conditions – only 7 minutes tea break (both shifts) – Not allowed to attend nature’s call * The managers and supervisors resorted to use of derogatory and abusive behaviour constantly. * MANAGEMENTS APPROACH: * CEO Shinzo Nakanishi said he did not have any indication of such discontent. * workers did not attend the pre-shift meetings * Workers productivity was less, hence they were laid off Result: * Workers’ demands of wage hike not met immediately * First Step – AVOIDANCE * Second Step – De-recognition * Third Step – Fired workers * Plant a nd company’s productivity suffered almost 50% * Company’s goodwill marred Comparison between Theory and Practice: Summary & Conclusions: * It is a case of inter-group conflict It followed closed leadership style & is latent conflict * Discontent was brewing for over an year before the volcano erupted * The management should have been pro-active * Channels of communication must be strengthened * The workers should not have resorted to violence * Proper conflict resolution system should be put in effect and its presence communicated to all * Management should have empathized. * Management should alternate conflict resolution strategy as per situation 2. Indian Healthcare Organization (A Case Study on inter-personal and inter-group conflicts) Profile: * The Indian Healthcare Organization is situated in the Budgam district of Jammu and Kashmir. * The hospital is a non-profit one, formed in the year 1979. Reasons for choosing this case study: This case contains both, inter- personal & inter-group conflicts * Conflicts in a medical organisation will drastically affect the society * Through this case, we can get a clear understanding of the: * Conflict Process * Adult egos * WIN-WIN situation Situation: * One fine morning, the Indian Healthcare Organization was gearing up for its monthly meeting of the Chief Medical Officer (CMO), its other Medical and Para-medical officers. * Mr. Kumar, who is one of the paramedics in the hospital, had fixed a prior appointment in connection with discussing some problem with the CMO, Mr. Sharma, through the CMO’s personal assistant (PA). As he approached the PA’s room, a saw a Dr. Kapoor, one of the doctors in the hospital, talking to the PA. So he waited outside for sometime. * As the time of the meeting was approaching nearer, he went inside the PA’s room and reminded the PA of his appointment. At this Dr. Kapoor got very much irritated and annoyed for this interruption and shouted at him to leave the room, calling him an idiot. * Mr. Kumar was taken aback and felt crest fallen and started murmuring and came out of the room teary eyed. * Mr. Kumar reported the matter to his fellow paramedics who were standing outside in the corridor. All of them got infuriated and took it as an insult to the whole group. In this process, other doctors who had assembled there asked Dr. Kapoor about what has happened and learning of the whole situation, advised Mr. Kumar to forget the incident and seek a fresh appointment. * At this, a strong reaction came from the paramedics’ group and they started protesting and raising slogans. This protest eventually led to verbal as well as physical abuses between the two groups. * The CMO, Mr. Sharma came out of his Room after hearing the loud voices. Seeing the protests, he called Mr. Kumar and his group to his room to hear from them about the situation. * The group requested Dr. Sharma for immediate justice in the form of a written apology from Dr. Kapoor to Mr.Kumar, who for his no fault was badly insulted. At this, Dr. Sharma was shocked. * After this, Dr. Sharma also called Dr. Kapoor and his group members inside to hear their version and informs them about the APOLOGY demanded by the other group. They refused to do the same. * At this point Dr. Sharma was wondering how to conduct the monthly meeting. He started thinking as how to end this conflict between MEDICAL AND PARAMEDICAL GROUP. * MR. SHARMA decides to call MR. KUMAR and DR. KAPOOR together to sort out their problem. Result: * DR. KAPOOR and MR. KUMAR sit face to face in the presence of DR. SHARMA * They realize they are fighting over a petty issue They reconcile and communicate this to their respective groups who in turn mellow down. Comparison between Theory and Practice: Theory PUT into practice | Theory NOT put into Practice | * Dr. Sharma used Exploration technique. * DR. SHARMA also used problem solving and smoothing techniques of conflict resolution. * Bo th the parties compromised in the end and let go of â€Å"adult ego†. | * Since it is a case of conflicting personalities, STAGE IV (Behaviour) becomes STAGE I here. * Mr. Kumar did not approach the Redressal Forum. * Dr. Sharma approached both parties separately. * Both the groups did not follow protocol. | FINDINGS: It is an inter-personal conflict which blew up into an inter-group conflict * It is a WIN-WIN situation * It is also Felt conflict with parties becoming emotionally involved. * DR. SHARMA used the problem solving conflict resolution technique * The smoothing technique is also used SUGGESTIONS: * The PA should have acted in a more responsible manner * Dr. Kapoor should not have resorted to abusing Mr. Kumar * Mr. Kumar should not have involved his colleagues * Dr. Kapoor should also have refrained from group discussion * Dr. Sharma should not have met the parties separately MANAGING CONFLICT Actions to Avoid in Conflict Resolution: Do not avoid the conflict, hopi ng it will go away. * Do not meet separately with people in conflict. * Do not believe, for even a moment, the only people who are affected by the conflict are the participants. Actions to Undertake: * Ask each participant to describe specific actions they’d like to see the other party take * You, as the supervisor, must own some of the responsibilities * Understand if the situation needs further exploration * All participants discuss and commit * You expect the individuals to resolve the conflicts proactively as adults. * Assure both parties that you have every faith in their ability to resolve their differences BIBLIOGRAPHY Books: Websites:

A Commitment to Strengthening the US Housing Market

While the subprime mortgage crisis and foreclosure crisis is shocking many Americans, the truth is that it has been looking at us for several years. The US government not only helps to solve this problem but also prevents future events by creating a control system that reminds us when the real estate market is overheating. This article outlines the steps the government can take to help people who need it. The U.S. government should establish a foreclosure relief fund (FRF) for individuals who faced foreclosure during the economic crisis. The mission of the US Department of Housing and Urban Development (HUD) is to provide everyone with a strong, sustainable, comprehensive community and quality affordable housing. HUD uses houses as a platform to strengthen the housing market, strengthen the economy, protect consumers, meet the demand for high-quality affordable rental housing, and improve the quality of life, without discrimination We will build a comprehensive and sustainable commun ity. Established in 1951, the National Credit Counseling Foundation (NFCCÂ ®) is the largest non-profit finance advisory body in the United States and offers the longest service period. The mission of the NFCC is to advance the national fiscal responsibility agenda and to build the capacity for its members to provide top quality financial education and advisory services. The Council for Certification (COA) is an international independent nonprofit human service certification body. Their mission is to cooperate with human service organizations around the world to improve service provision by developing, applying, and promoting certification standards. Reform and strengthen the federal midfield house. The government has reformed the use of the Residential Re-entry Center (RRC), often referred to as halfway dormitory, to provide housing to about 80% prisoners in the last month of federal judgment. The ownership and management of RRC has been fully privatized since the early 1980s, and BOP relies on a combination of commercial groups and nonprofit organizations. In November 2016, Deputy Attorney General Sally Yates announced a memorandum to instruct the BOP to use the purchasing power to thoroughly reform the individual market. In particular, this memo states that BOP sets clear and unified standards for all RRC providers, expands the collection and dissemination of RRC performance data, and is more efficient and efficient for federally re-entry services To explore alternate models that can produce market.

Virtual Workshops Essay Example | Topics and Well Written Essays - 1750 words

Virtual Workshops - Essay Example My formal categories were designed to show frequency in the video that highlighted rage and hostility and frequency of video which illustrated sympathy or disturbed reactions to the verdict. The content analysis format allowed me to establish the precise number of times that the news organization opted to illustrate any of these factors. One of my categories dealt with the social status of the trial participants (career, relationship to Saddam, etc.), which achieved no results in trying to determine whether people varying social status held differing opinions about the death sentence. Other than Saddam and the presiding judge, I could make no determination about social status as the media opted not to offer background information regarding the other trial participants. This failure could be remedied in further analyses by formulating categories for research that can be more readily displayed in the chosen data used for observation. In terms of future research, I might suggest that us ing the category of "intensity" might offer further data regarding whether the instances of emphasizing a media agenda are witnessed in terms of how media interactions take place. For instance, facial grimaces or smiles (in this case applying to the Saddam verdict) and their frequency within a form of media might suggest the emphasis being placed on fulfilling a biased media agenda. Virtual Workshop 3: Observation This is a content analysis report based on the observation carried out on people using a public transport.

Prehistoric, Egyptian and Mesopotamian Civilizations Essay

Prehistoric, Egyptian and Mesopotamian Civilizations - Essay Example The essay "Prehistoric, Egyptian and Mesopotamian Civilizations" overviews some of the contributions from the Prehistoric, Egyptian and Mesopotamian Civilizations that still influence the modern world. For instance, the economic, that we practice in the modern times, is majorly influenced by the pre-historic times. Basic pottery and articles used in the homes of people are the contributions of the pre-historic civilizations. There are various contributions that the Egyptian civilization made in terms of humanistic grounds that are widely practiced in the present times. Despite the initial lack of alphabets, Egyptians were able to invent the art of expression through writing. Egyptians also made a groundbreaking contribution to astronomy. They created a calendar on the basis of prediction of an eclipse that was followed by sowing seeds and harvesting the crops. In addition, Egyptian civilization contributed in the field of medical as they were able to preserve the dead bodies by using compounds and mixtures. In this similar manner, they were able to undertake surgery. Mesopotamian civilizations left the tool i.e. art of creating artifacts that are used to represent the ideas and technology of the past for future generations. The irrigation system used in the present times has the base from the Mesopotamian civilization. Through the above assessment of different contributions from the three civilizations, it can be stated that present times are full of comforts and tools that were created in the past by our ancestors.

Prohibit gay couples from obtaining a marriage license Research Paper

Prohibit gay couples from obtaining a marriage license - Research Paper Example The Equal Protection Clause, which forms part of the 14th amendment, prohibits the states from making a legislation that can deny the citizens equal protection under the law (Newton 34). The 14th amendment only mentions the state governments but not the federal government. In this case, the Defense of Marriage Act of 1996 cannot gay couples the right to marriage in the society. Accordingly, the 1996 Defense of Marriage act has not conclusively denied the states the right to grant gay marriage license since it only grants the states the right to not recognize gay marriages performed n other states. In addition, the Defense of Marriage Act1996 legally implied that States has the option of recognizing same-sex marriage. In Massachusetts Supreme Court decision of 2004, the jurists adhered with the equal protection clause since banning gay marriages denied the citizens the right to benefit from various federal government programs and right to be treated equally in the society regardless o f the sexual orientation. Jurist activists have observed that equal protection clause of the 14th amendment desired to protect some groups from subordination and thus sexual orientation should be strictly safeguarded (Cahill 165). Strict constructionist jurists oppose the making on laws on the bench since they prefer a conservative approach when issuing judgments on gay marriages. Strict constructionist jurists are of the view that law-making duties should be left to the executive and legislators and judges should never make judicial decisions under the influence of their personal political or policy agenda (Newton 78). The jurists are bound by the ‘original intent’ of the applicable law and exercise judicial restrain in controversial public agendas such as legalization of gay marriages and granting of gay couples a license. These jurists are opposed to the idea of states granting marriage license to gay couples. They argue that the Defense of Marriage Act of 1996 is th e underlying law that guides marriages in the constitution. The jurists would argue that the Act prevents the federal government from recognizing any gay marriages. Accordingly, the jurists strictly observe the Act since the States are protected from recognizing gay marriages that have been executed in other states (Cahill 67). Accordingly, the Act conclusively defines marriage as the union between a man and a woman and does not mention the possibility of any gay unions. Strict constructionist jurists argue that Supreme Court of Minnesota in the case of Baker v. Nelson (1971) clarified that any marriage occurs between a man and a woman and entails the possibility of procreation and support of children. In addition, the opponents of gay marriage license argue that marriage is not a right like the right to life or fair trial since it is a privilege and only heterosexual marriages can procreate and serve the purpose of the society (Cahill 265). Although the US is a secular society, a m ajority of the individuals identify with a particular religion such as Christianity, Islam or even Baptism. All the religions claim that marriage is sacred and involves the union of a man and woman with the aim of procreation (Merin 87). According to strict construction

Drug Law and Policies; A Danger to Our Freedom and Privacy Essay

Drug Law and Policies; A Danger to Our Freedom and Privacy - Essay Example The agencies concerned with drug control have acknowledged that there are more problems when some drugs are treated as illegal than when they are legalized (March, Oviedo & Romero, 2006, p27-33) This paper talks about the inappropriate moves that the government have made under the umbrella of protection as from the harm caused by drugs. Actually, the penalty for smoking a 2-inch long bang is more risky to one’s health than the smoke from the drug. The penalty is in the most case related to discrimination, induced stigmatization, exposure to poor health, escalation of drug-related crime and negative environmental impact... Everywhere in the world, the public to admit that war on drugs has the significant negative impact in their lives, in some minor case the moves succeeds in making a wrong right. Undermining of fundamental liberties and human rights are a common phenomenon that a person found d to be using drugs have to experience in the hands of the law enforcement officers. The inhuman punishments, unfair trial standards and demonization of people are just but a few weapons widely used to fight drugs (David, 2006, p17-36). Technically, the war appears not to be against drugs but the humans. To some extent, the officers go to the extreme ends of shooting down criminals without being subjected to fair trials. Often first pages of public magazines start with the crime scene in which a suspected drug lord has been gunned down at a checkpoint, this means that the war on drug permits the use of orthodox measure including a sentence to death without trial at a mere suspicion drugs abuse. The law permits po lice officers to arrest anyone suspected of committing a crime, but when it comes to the case of drug addicts, they are always subjected to harassment that includes beatings and detention for a long period of time pending investigations (William, 2014, p20-24). These detention facilities are not pleasant places, they are more like the prison, the only difference is that in a prison one is allowed to see a lawyer often making the detention facilities worse than prisons.

Listening assignment Essay Example | Topics and Well Written Essays - 250 words - 1

Listening assignment - Essay Example The piano provides a quirky and unique harmony which helps to push the limits of the jazz composition beyond what had been there before bebop. The focus of the drummer is on using the cymbal as the main element for time-keeping in his drum set. This has served to allow a more flexible and freer sound which in turn gives the soloist room in which he experiments and with the rhythm. The end result is a very unique collaboration between the drummer and the soloist. In my opinion, the solo is very successful as it is done in a very ingenious way leading the whole band in the creation of the rhythmic melody that is so mellow and captivating. The description of the melody as being cool is very accurate and on point. The solo progresses through the whole performance through an intricate build up that starts off a bit slow and mellow and has several crescendos in the course of the performance until it reaches the climax where it becomes the most dominant melody in the whole rhythm guiding the listeners all along the performance in an entrancing and captivating dominating performance which still allows for the other melody components to shine through. The bebop rhythm runs through the performance and it is the clearest example of how the bebop era began in jazz music. The composition is soul full and very inspirational as well and the instrumentation is perfect and deserves to be taken as the trend setting performance it

Immigration to US from Latin America Essay Example | Topics and Well Written Essays - 500 words

Immigration to US from Latin America - Essay Example nomy predominantly resulting from free-trade strategies employed by the North American Free Trade Agreement and the International Monetary Fund (IMF). The rampant corruption within the Mexican government has also contributed significantly to the collapse of the Mexican economy. Due to IMF policies regarding Mexico, its economic output dropped 33 percent in the past two decades. During this period, its foreign debt rose 359 percent because of widespread looting of the national coffers. These factors caused the â€Å"collapse of all areas of productive economic activity and employment, is the primary driver of the flood of emigrants desperate to leave Mexico, to find some livelihood for themselves and their families in the United States† (Small, 2005). Illegal immigrants receive more from public monies than they contribute which lowers the standard of living for legal citizens. Illegal immigrants contribute greatly to the overall population growth and health care, education and employment are the most impacted. Salaries are driven down by illegal immigrants willing to work for much less while their children, illegal and legal, overcrowd the schools. It’s the U.S. taxpayer who is sent the bill for their health care services as well. In addition, the large influx of illegal aliens burdens the already inadequate number of units classified as affordable housing and other welfare resources such as energy, water and land usage (â€Å"Illegal Immigration†, 2003). Illegal immigrants have already broken the law upon arrival into the country and a considerable number break more including selling drugs, theft, murder, rape, etc. while in the country. The cost to the federal court and prison system alone in 2002 attributed to illegal aliens was $1.6 billion. This does not include the costs to state judicial and penal institutions. It costs Arizona, for example, $80 million to jail illegal aliens yearly. According to a 2002 report by Heather MacDonald of the City

Type of play Essay Example for Free

Type of play Essay The importance of play is reflected by the role it plays in development. Children are encouraged to play with gender appropriate toys but I have to ask myself why parents would rather have their son play with a gun rather than a doll.  Some studies have linked gunplay with aggressive behaviour and it is interesting to see (the table below) that boys are more aggressive than girls at a young age  Some child health professionals encourage parents to limit this type of play. Concern about guns also include potential confusion with real ones, which could lead to someone getting seriously injured. The media is also seen to be a major influence on behaviour. The way television affects a child depends on the childs age and what stage of cognitive development they are at. As a child watches television they absorb the program and then they interpret it to how they saw it. Some cartoons that are violent such as itchy scratchy, which is shown on The Simpsons shows a cat and mouse attack each other and put each others body parts in food blenders etc. Its a bit disturbing to some people but children find it hilarious. I think this is because it is unlikely in real life and depending on the age of the child, they will know that this sort of behaviour is not rewarded. Boys need to be parented in a different way from girls. Home, society and education have failed boys badly- these failures lead to unhappy men who cannot fully become happy, responsible emotionally confident adults.  There is a lot of research comparing the abilities and behaviours of males and females. As we consider the behaviour of boys and girls we have to consider how they differ in their behaviour. Albert Bandura believed aggression reinforced by family members was the most prominent source of behaviour modelling. He reports that children use the same aggressive tactics that their parents illustrate when dealing with others. Children learn to act aggressive when they model their behaviour after witnessing violent acts of adults, especially family members. Bandura is most famous for his Bobo doll experiment, in this experiment; he had children witness a model aggressively attacking a plastic clown called the Bobo doll. Bandura found that the children imitated the aggressive behaviour. There are many sex differences between boys and girls and one of the most comprehensive studies was conducted by, Maccoby and Jacklin (1974). They discover there were only four significant differences between the sexes. Although the differences were small they showed there is an overlap in the behaviour of boys and girls.  Although the study by Maccoby and Jacklin was in depth Shaffer (1993) pointed out, First, girls show more emotional sensitivity. Second, girls are less venerable developmentally than boys, and are less likely to suffer from learning disabilities, various language disorder, or hyperactivity. Third, boys tend to be more physically active than girls. Fourth, girls tend to be more timid than boys (PSYCHOLOGY FOR A2 LEVEL, M.W. ESYWICK, page 698)  In conclusion I would like to say, that I believe that behaviour is learned from society through the process of reinforcement and modelling. Behaviours such as, Sex-role behaviour can be learned by vicarious reinforcement. When you think about it makes sense for a person to keep doing things they are rewarded for and to stop doing things we are not. I found these quotes below and I agree with both of them on this subject.  In the theory of gender I began from zero. There is no masculine power or privilege I did not covet. But slowly, step-by-step, decade-by-decade, I was forced to acknowledge that even a woman of abnormal would cannot escape her hormonal identity.  (Paglia, Camille, 1947 American Author Critic Educator)  (Taken from: www.borntomotivate.com)  Except for their genitals, I dont know what immutable differences exist between men and women. Perhaps there are some other unchangeable differences; probably there are a number of irrelevant differences. But it is clear that until social expectations for men and women are equal, until we provide equal respect for both sexes, answers to this question will simply reflect our prejudices.

Analysis of Weinbergers Concepts of Cyberwarfare

Analysis of Weinbergers Concepts of Cyberwarfare In June 2010, analysts from the antivirus software company VirusBlokAda examined a computer in Iran due to suspicion of malware activity. Lurking inside the machine was a computer worm known as Stuxnet. Stuxnet possessed an array of abilities, among them was the ability to target the software that controls pumps, valves, generators and other industrial machines (Weinberger, 2011). Unlike other viruses that use forged security clearances to gain access into systems, Stuxnet took advantage of two digital certificates of authenticity stolen from respected companies (Weinberger, 2011). Furthermore, it exploited four different zero day vulnerabilities' which are security gaps that system creators were unaware of (Weinberger, 2011). According to Liam O Murchu, chief of security response of Symantec, once Stuxnet infected a system, the crucial parts of its executable code would become active only if that machine was also running Siemens Step 7, one of the many supervisory control and data (SCADA) systems used to manage industrial processes (Weinberger, 2011). Symantec also discovered that the majority of infections were in Iran and that the infections seemed to have been appearing there in waves since 2009 (Weinberger, 2011). Further investigation performed by Ralph Langner, a control-system security consultant, resulted in evidence that Stuxnet had been deliberately directed against Iran, the most likely target being Irans Nuclear Enrichment Facility in Natanz. (Weinberger, 2011). According to Langner, Stuxnet was designed to alter the speed of the delicate centrifuges which separated Irans rare but fissionable isotope uranium -235 from the heavier uranium -238 (Weinberger, 2011). Improper alteration of the cent rifuges could result in them spinning out of control and breaking. Although the Iranian Government refuses to admit that Stuxnet was responsible for the destruction of many centrifuges at Natanz, the results from Langner and others is credited by reports from the International Atomic Energy Agency. The IAEA documented a precipitous drop in the number of operating centrifuges in 2009, the year that many observers think Stuxnet infected computers in Iran (Weinberger, 2011). There is no evidence beyond rumor that Israel or the US Government may have been behind the attack. Symantec notes that a name embedded in Stuxnets code, Myrtus, could be a reference to a biblical story about a planned massacre of Jews in Persia (Weinberger, 2011). Moreover, Langner believes that the U.S. Government could have been behind the attack considering they possess both the required expertise in cyber warfare and a long-standing goal of thwarting Irans nuclear ambitions (Weinberger, 2011). Irrespective of Stuxnets creator, the main growing fear is who will redesign it. Stuxnet was the first weapon created entirely out of code and proved that groups or nations could launch a cyber-attack against a societys vital infrastructures (Weinberger, 2011). Many of the investigators that studied Stuxnet concluded that it essentially laid out a blueprint for future attackers to learn from and perhaps improve (Weinberger, 2011). Stuxnet opened a new era of warfare and with its code available online for anyone to study and improve, it has computer scientists like Yuval Elovici concerned that the next wave of cyber-attacks would be much stronger than the impact of setting several atomic bombs on major cities (Weinberger, 2011). In IS THIS THE START OF CYBERWARFARE? Sharon Weinberger questions whether or not Stuxnet started a new era of warfare. One might find that Weinbergers use of supporting evidence from many credible sources imposes a compelling answer to an interesting topic of study. Weinberger emphasizes the inferred answer is indeed yes, Stuxnet introduced a new era of warfare. Statements such as Stuxnet is the harbinger of a new generation of cyber threats and that it provided chilling proof that groups or nations could launch a cyber-attack against a societys vital infrastructures are well validated by the many investigators that studied it (Weinberger, 2011). Overall, one would appreciate Weinbergers supportive writing style and the information she presented in this article. Weinberger was heavily resourceful and made certain that every point she made was reinforced by credible supporting evidence. Furthermore, one would relish how she tailored her article to a broader audience. Easy and straightforward for a non tech-savvy individual to understand, and yet interesting to captivate the minds of those that are tech-savvy, she capitalized on the statements made from some of the most respected cyber security experts in the world. As a student who often finds himself being the rescue to many of his friends or familys infected PCs, choosing Stuxnet as my topic of study seemed like the obvious choice. I have always been very interested in computer malware since the day my laptop first got infected. I was bombarded with annoying ads telling me that I had a virus on board and that I needed to type in my credit card number to purchase antivirus protection. Although very annoying, it had me asking myself many questions like how did this happen, isnt Windows secure and best of all how do I delete my browsing history. Since then, I have always had a keen interest in malware and have developed a hobby of testing the capabilities of different antivirus programs in VMware Player. I find many things interesting about Stuxnet but the thing I find most interesting is how it spread. Although Stuxnet possessed the ability to spread through networks, it couldnt infect industrial control systems via the internet since a majority of them lack internet connectivity to protect them from malware and hostile takeover. (Weinberger, 2011). To get past this obstacle, Stuxnet had the ability to covertly install itself on a USB drive (Weinberger, 2011). Like a biological virus, Stuxnet used humans (plant operators specifically) as its host of transmission. If one careless plant operator were to plug in an infected USB flash drive into a control-system computer, Stuxnet would begin its destruction.   Weinberger, S. (2011, June 9). IS THIS THE START OF CYBERWARFARE? Nature, 142-145. Retrieved from http://search.proquest.com.uproxy.library.dc-uoit.ca/docview/872363390?accountid=14694 Last years Stuxnet virus attack represented a new kind of threat to critical infrastructure. Just over a year ago, a computer in Iran started repeatedly rebooting itself, seemingly without reason. Suspecting some kind of malicious software (malware), analysts at VirusBlokAda, an antivirus-software company in Minsk, examined the misbehaving machine over the Internet, and soon found that they were right. Disturbingly so: the code they extracted from the Iranian machine proved to be a previously unknown computer virus of unprecedented size and complexity. On 17 June 2010, VirusBlokAda issued a worldwide alert that set off an international race to track down what came to be known as Stuxnet: the most sophisticated computer malware yet found and the harbinger of a new generation of cyberthreats. Unlike conventional malware, which does its damage only in the virtual world of computers and networks, Stuxnet would turn out to target the software that controls pumps, valves, generators and other industrial machines. It was the first time wed analysed a threat that could cause real-world damage, that could actually cause some machine to break, that might be able to cause an explosion, says Liam O Murchu, chief of security response for the worlds largest computer-security firm, Symantec in Mountain View, California. Stuxnet provided chilling proof that groups or nations could launch a cyberattack against a societys vital infrastructures for water and energy. We are probably just now entering the era of the cyber arms race, says Mikko Hypponen, chief research officer for F-Secure, an antivirus company based in Helsinki. Worse yet, the Stuxnet episode has highlighted just how inadequate are societys current defences and how glaring is the gap in cybersecurity science. Computer-security firms are competitive in the marketplace, but they generally respond to a threat such as Stuxnet with close collaboration behind the scenes. Soon after Virus- BlokAdas alert, for example, Kaspersky Lab in Moscow was working with Microsoft in Redmond, Washington, to hunt down the vulnerabilities that the virus was exploiting in the Windows operating system. (It was Microsoft that coined the name Stuxnet, after one of the files hidden in its code. Technically, Stuxnet was a worm, a type of malware that can operate on its own without needing another program to infect. But even experts often call it a virus, which has become the generic term for self-replicating malware.) One of the most ambitious and comprehensive responses was led by Symantec, which kept O Murchu and his worldwide team of experts working on Stuxnet around the clock for three months. One major centre of operations was Symantecs malware lab in Culver City, California, which operates like the digital equivalent of a top-level biological containment facility. A sign on the door warns visitors to leave computers, USB flash drives and smart phones outside: any electronic device that passes through that door, even by mistake, will stay there. Inside the lab, the team began by dropping Stuxnet into a simulated networking environment so that they could safely watch what it did. The sheer size of the virus was staggering: some 15,000 lines of code, representing an estimated 10,000 person hours in software development. Compared with any other virus ever seen, says O Murchu, its a huge amount of code. Equally striking was the sophistication of that code. Stuxnet took advantage of two digital certificates of authenticity stolen from respected companies, and exploited four different zero day vulnerabilities previously unidentified security holes in Windows that were wide open for hackers to use. Then there was the viruss behaviour. Very quickly we realized that it was doing something very unusual, recalls O Murchu. Most notably, Stuxnet was trying to talk to the programmable logic controllers (PLCs) that are used to direct industrial machinery. Stuxnet was very selective, however: although the virus could spread to almost any machine running Windows, the crucial parts of its executable code would become active only if that machine was also running Siemens Step7, one of the many supervisory control and data acquisition (SCADA) systems used to manage industrial processes. Many industrial control systems are never connected to the Internet, precisely to protect them from malware and hostile takeover. That led to another aspect of Stuxnets sophistication. Like most other malware, it could spread over a network. But it could also covertly install itself on a USB drive. So all it would take was one operator unknowingly plugging an infected memory stick into a control-system computer, and the virus could explode into action. 6.1 Murky Motives It still wasnt clear what Stuxnet was supposed to do to the Siemens software. The Symantec team got a clue when it realized that the virus was gathering information about the host computers it had infected, and sending the data back to servers in Malaysia and Denmark presumably to give the unknown perpetrators a way to update the Stuxnet virus covertly. Identifying the command and control servers didnt allow Symantec to identify the perpetrators, but they were able to convince the Internet service providers to cut off the perpetrators access, rerouting the traffic from the infected computers back to Symantec so that they could eavesdrop. By watching where the traffic to the servers was coming from, O Murchu says, we were able to see that the majority of infections were in Iran at least 60% of them. In fact, the infections seemed to have been appearing there in waves since 2009. The obvious inference was that the virus had deliberately been directed against Iran, for reasons as yet unknown. But the Symantec investigators couldnt go much further by themselves. They were extremely knowledgeable about computers and networking, but like most malware-protection teams, they had little or no expertise in PLCs or SCADA systems. At some point in their analysis they just couldnt make any more sense out of what the purpose of this thing was, because they were not able to experiment with the virus in such a lab environment, says Ralph Langner, a control-system security consultant in Hamburg, Germany. Langner independently took it upon himself to fill that gap. Over the summer, he and his team began running Stuxnet in a lab environment equipped with Siemens software and industrial control systems, and watching how the virus interacted with PLCs. We began to see very strange and funny results immediately, and I mean by that within the first day of our lab experiment, he says. Those PLC results allowed Langner to infer that Stuxnet was a directed attack, seeking out specific software and hardware. In mid-September 2010, he announced on his blog that the evidence supported the suspicion that Stuxnet had been deliberately directed against Iran. The most likely target, he then believed, was the Bushehr nuclear power plant. 6.2 Industrial Sabotoge Speculative though Langners statements were, the news media quickly picked up on them and spread the word of a targeted cyberweapon. Over the next few months, however, as Langner and others continued to work with the code, the evidence began to point away from Bushehr and towards a uranium-enrichment facility in Natanz, where thousands of centrifuges were separating the rare but fissionable isotope uranium-235 from the heavier uranium-238. Many Western nations believe that this enrichment effort, which ostensibly provides fuel for nuclear power stations, is actually aimed at producing a nuclear weapon. The malware code, according to Langner and others, was designed to alter the speed of the delicate centrifuges, essentially causing the machines to spin out of control and break. That interpretation is given credence by reports from the International Atomic Energy Agency (IAEA) in Vienna, which document a precipitous drop in the number of operating centrifuges in 2009, the year that many observers think Stuxnet first infected computers in Iran. True, the evidence is circumstantial at best. We dont know what those machines were doing when they werent in operation, cautions Ivanka Barszashka, a Bulgarian physicist who studied Iranian centrifuge performance while she was working with the Federation of American Scientists in Washington DC. We dont know if they were actually broken or if they were just sitting there. Moreover, the Iranian government has officially denied that Stuxnet destroyed large numbers of centrifuges at Natanz, although it does acknowledge that the infection is widespread in the country. And IAEA inspection reports from late 2010 make it clear that any damage was at most a temporary setback: Irans enrichment capacity is higher than ever. However, if Natanz was the target, that does suggest an answer to the mystery of who created Stuxnet, and why. Given the knowledge required including expertise in malware, industrial security and the specific types and configurations of the industrial equipment being targeted most Stuxnet investigators concluded early on that the perpetrators were backed by a government. Governments have tried to sabotage foreign nuclear programmes before, says Olli Heinonen, a senior fellow at the Belfer Center for Science and International Affairs at Harvard University in Cambridge, Massachusetts, and former deputy director-general of the IAEA. In the 1980s and 1990s, for example, Western governments orchestrated a campaign to inject faulty parts into the network that Pakistan used to supply nuclear technology to countries such as Iran and North Korea. Intelligence agencies, including the US Central Intelligence Agency, have also made other attempts to sell flawed nuclear designs to would-be proliferators. Stuxnet, says Heinonen, is another way to do the same thing. Langner argues that the government behind Stuxnet is that of the United States, which has both the required expertise in cyberwarfare and a long-standing goal of thwarting Irans nuclear ambitions. Throughout the summer of 2010, while Langner, Symantec and all the other investigators were vigorously trading ideas and information about Stuxnet, the US Department of Homeland Security maintained a puzzling silence, even though it operates Computer Emergency Readiness Teams (CERTs) created specifically to address cyberthreats. True, the CERT at the Idaho National Laboratory outside Idaho Falls, which operates one of the worlds most sophisticated testbeds for industrial control systems, did issue a series of alerts. But the first, on 20 July 2010, came more than a month after the initial warning from Belarus and contained nothing new. Later alerts followed the same pattern: too little, too late. A delayed clipping service, said Dale Peterson, founder of Digital Bond, a SCADA security firm in Sunrise, Florida, on his blog. There is no way that they could have missed this problem, or that this is all a misunderstanding. Thats just not possible, says Langner, who believes that the Idaho labs anaemic response was deliberate, intended to cover up the fact that Stuxnet had been created there. But even Langner has to admit that the evidence against the United States is purely circumstantial. (The US government itself will neither confirm nor deny the allegation, as is its practice for any discussion of covert activity.) And the evidence against the other frequently mentioned suspect, Israel, is even more so. Symantec, for example, points out that a name embedded in Stuxnets code, Myrtus, could be a reference to a biblical story about a planned massacre of Jews in Persia. But other investigators say that such claims are beyond tenuous. There are no facts about Israel, declares Jeffrey Carr, founder and chief executive of Taia Global, a cybersecurity consulting company in Tysons Corner, Virginia. 6.3 The Aftermath The who? may never be discovered. Active investigation of Stuxnet effectively came to an end in February 2011, when Symantec posted a final update to its definitive report on the virus, including key details about its execution, lines of attack and spread over time. Microsoft had long since patched the security holes that Stuxnet exploited, and all the antivirus companies had updated their customers digital immune systems with the ability to recognize and shut down Stuxnet on sight. New infections are now rare although they do still occur, and it will take years before all the computers with access to Siemens controllers are patched. If Stuxnet itself has ceased to be a serious threat, however, cybersecurity experts continue to worry about the larger vulnerabilities that it exposed. Stuxnet essentially laid out a blueprint for future attackers to learn from and perhaps improve, say many of the investigators who have studied it. In a way, you did open the Pandoras box by launching this attack, says Langner of his suspicions about the United States. And it might turn back to you guys eventually. Cybersecurity experts are ill-prepared for the threat, in part because they lack ties to the people who understand industrial control systems. Weve got actually two very different worlds that traditionally have not communicated all that much, says Eric Byres, co-founder and chief technology officer of Tofino Industrial Security in Lantzville, Canada. He applauds Symantec, Langner and others for reaching across that divide. But the effort required to make those connections substantially delayed the investigation. The divide extends into university computer-science departments, say Byres, himself an ex-academic. Researchers tend to look at industrial-control security as a technical problem, rather than an issue requiring serious scientific attention, he says. So when graduate students express interest in looking at, say, cryptography and industrial controls, they are told that the subject is not mathematically challenging enough for a dissertation project. Im not aware of any academic researchers who have invested significantly in the study of Stuxnet, agrees Andrew Ginter, director of industrial security for the North American group of Waterfall Security Solutions, based in Tel Aviv, Israel. Almost the only researchers doing that kind of work are in industrial or government settings among them a team at the Idaho National Laboratory working on a next-generation system called Sophia, which tries to protect industrial control systems against Stuxnet-like threats by detecting anomalies in the network. One barrier for academics working on cybersecurity is access to the malware that they must protect against. That was not such a problem for Stuxnet itself, because its code was posted on the web shortly after it was first identified. But in general, the careful safeguards that Symantec and other companies put in place in secure labs to protect the escape of malware may also inadvertently be a barrier for researchers who need to study them. If youre doing research into biological agents, its limited groups that have them and they are largely unwilling to share; the same holds true for malware, says Anup Ghosh, chief scientist at the Center for Secure Information Systems at George Mason University in Fairfax, Virginia. To advance the field, researchers need access to good data sets, says Ghosh, who was once a programme manager at the US Defense Advanced Research Projects Agency, and is now working on a malware detector designed to identify viruses on the basis of how they behave, rathe r than on specific patterns in their code, known as signatures. Academic researchers are also inhibited by a certain squeamishness about digital weaponry, according to Herb Lin, chief scientist at the Computer Science and Telecommunications Board of the US National Research Council in Washington DC. He points out that to understand how to guard against cyberattacks, it may help to know how to commit them. Yet teaching graduate students to write malware is very controversial, he says. People say, What do you mean: youre training hackers?' 6.4 Preparing for the Next Attack A study last year by the JASON group, which advises the US government on science and technology matters, including defence, found broad challenges for cybersecurity (JASON Science of Cyber-Security; MITRE Corporation, 2010). Perhaps most important was its conclusion that the field was underdeveloped in reporting experimental results, and consequently in the ability to use them. Roy Maxion, a computer scientist at Carnegie Mellon University in Pittsburgh, Pennsylvania, who briefed JASON, goes further, saying that cybersecurity suffers from a lack of scientific rigour. Medical professionals over the past 200 years transformed themselves from purveyors of leeches to modern scientists with the advent of evidence-based medicine, he notes. In computer science and in computer security in particular, that train is nowhere in sight. Computer science has developed largely as a collection of what Maxion calls clever parlour tricks. For example, at one conference, the leading paper showed how researchers could read computer screens by looking at the reflections off windows and other objects. From a practical point of view, anyone in a classified meeting would go, pooh, he says. In places where they dont want you to know [whats on the computer screen], there are no windows. Yet, that was the buzz that year. Maxion sees an urgent need for computer-science and security curricula to include courses in traditional research methods, such as experimental design and statistics none of which is currently required. Why does it matter? he asks. Because we dont have a scientific basis for investigating phenomena like Stuxnet, or the kind of defences that would be effective against it. Also troubling for many of the Stuxnet investigators was the US governments lacklustre response to the virus (assuming that it was not the perpetrator). Stuxnet represents a new generation of cyberweapon that could be turned against US targets, but there is no evidence that the government is making the obvious preparations for such an attack for example, plans for a coordinated response that pools resources from academia, research institutes and private business. Other countries seem to be taking the threat more seriously. Some of Chinas universities and vocational colleges have reportedly forged strong connections with the military to work on cybersecurity, for example. And Israel also seems to be exploiting its computing expertise for national security. A few months before the discovery of Stuxnet, Yuval Elovici, a computer scientist and director of Deutsche Telekom Laboratories at Ben-Gurion University of the Negev in Beersheba, Israel, told Nature that he was working closely with the countrys Ministry of Defense on cybersecurity. He presciently warned that the next wave of cyberattacks would be aimed at physical infrastructures. What would happen if there were a code injection into SCADA? What if someone would activate it suddenly? Elovici asked. He and other experts have been warning for several years now that such an attack on SCADA systems controlling the electricity grid could spark nationwide blackouts, or that the safety systems of power plants could be overridden, causing a shutdown or a serious accident. Similar disruptions could hit water and sewage systems, or even food processing plants. Such attacks, Elovici warned, are both realistic and underestimated. Asked how bad one would be, Elovici was unequivocal. I think, he said, it would be much stronger than the impact of setting several atomic bombs on major cities.