IMMIGRATION AND ASYLUM LAW Essay Example | Topics and Well Written Essays - 3250 words

IMMIGRATION AND ASYLUM LAW - Essay Example The ECHR decided in the case of Soering v. United Kingdom, 161 Eur. Ct. H.R. (1989) that this provision meant that individuals cannot be extradited if they are threatened with torture or inhuman or degrading treatment in the requesting country. In this case, Jens Soring fought extradition from Europe to the United States because he would face capital charges in the United States, and Article 3 of the ECHR forbids extradition for this reason. While the European Court of Human Rights decided that transferring a person who would face the death penalty would not violate the Article 3 of the ECHR, if a prisoner or a person would be transferred to a country where he or she faced torture or inhuman or degrading treatment or punishment, then this would violate Article 3 of the ECHR (Collyer, 2005). Lilich (1991) states that this judgment was significant because extraditing states must consider the ill-treatment of other states when considering whether to send an individual to that third stat e. The ill-treatment may be beyond the control of the state, and the state may give no assurances that the person would not be subjected to ill-treatment. This decision, according to Lilich (1991) also obligates signatory states to not extradite to other states that would subject the person to ill treatment, and even non-signatory states would not be able to do so. Directly after this case was decided, the ECHR decided several other cases. One such case was Cruz Varas et al. v. Sweden, 46/1990/237/307. In this case, Hector Cruz fled from Chile to Sweden to seek asylum, which was rejected. The court there stated that Mr. Cruz’ extradition did not violate Article 3, in part because the situation in Chile was improving. Another case was Vilvarajah et al. v. United Kingdom, 46/1990/237/307 ,  Council of Europe: European Court of Human Rights,  20 March 1991. In this case the petitioner was attempting to ensure that he did not have to return to Sri Lanka. The court in that cas e found that there was only a possibility of ill treatment, therefore there was not a breach of Article 3. In Vivayanathan & Pusparajah v. France, 75/1991/327/399-400 ,  Council of Europe: European Court of Human Rights,  26 June 1992, the court decided that there was not yet an expulsion order for the petitioners, who were trying to fight being expelled from France into Sri Lanka. Therefore, they could not decide upon the erits of the case. Tomasi v. France (Series A, No. 241-A, Application No. 12580/87), European Court of Human Rights (1993), found for the applicant, who was abused in custody. Allweldt (1993), states that the prohibition on expulsion of individuals to countries hinges on whether or not there is a real risk that the person would be subject to torture or inhuman or degrading treatment. Allweldt (1993) states that the risk that the person faces does not have to be a high probability, just that it exists. There also must be a substantial grounds for the belief tha t the person would be subjected to torture or inhuman treatment in the receiving country. Addo & Grief (1998), states that Article 3 is brief because it sets out normative standards, and that each country is free to adopt these normative standard

Starbucks Company Paper Essay Example | Topics and Well Written Essays - 750 words

Starbucks Company Paper - Essay Example As a company, Starbucks has various strengths that have seen it make such great achievements. Starbucks is a large international company, which has expanded its operations in 58 countries globally. This expansion on the global arena has allowed the company become one of the most profitable, generating a revenue in excess of $5000 million in 2004 (Goldman, 2007). The other strength associated with the company is the well and already build brand name, which is well known globally. The company’s brand name is well recognized and is associated with quality products, allowing the company to be very competitive in the market segment that it serves. Another strength associated with the company is that it is one of those companies that respects and greatly values their employees. In the year 2005, the company was ranked among the top 100 companies most coveted by employees (Eicher, 2006). The company is recognized for its culture of rewarding its employees, while providing them with a very conducive working environment, rating as one of the most respected employer. More to the strengths of the company is its ethical values, mostly focused towards environmental preservation and conservation, as it undertakes its business. Lastly, the company has diversified its range of products offer, including within its offers hot and cold drinks, snacks and entertainment such as music, films, and books (Sull, 2007). However, there are some weaknesses associated with the company. Though it is well known for its innovation in product range offers, the innovation of the company is in doubt, regarding its sustainability (Goldman, 2007). The expansion strategy of the company is the other of its weakness. The company is known to be the most expanding companies, more so in the 1990s, having an average of a new branch open every single day. Such expansion strategy poses a threat in the management of the company. Lack of portfolio risk spreading is yet another weakness associated with the company. Over a third of the company’s stores are located in the USA. This dependence on the home market is not in the very best interest of the company’s future, which needs to seek a number of other portfolio countries, to make it possible for the company to spread its business risks (Charles, 2006). The comoany is mostly dependent on a single product range, coffee. It only engages in the sale of other products at minimal levels, specializing in coffee products as its main product offering. This reduces the economies of scale of the company, while at the same time increasing the business risks involved with a single line of product offer for a business (Sull, 2007). The company has been able to capitalize on opportunities that come its way, such as diversifying to the entertainment sector, where the customers can access music, films and books, while at the same time enjoying the coffee and snacks offered by the company (Eicher, 2006). The company has other oppor tunities, which it can take advantage of, such as the diversification to fair trade products, which will integrate well with its entertainment and beverage offering, owing to its wide customer base and the well-built company’s brand name (Goldman, 2007). The company has another great opportunity, of collaborating and co-branding with other manufacturers, to increase its sources of revenues, through taking the advantage of its well-known brand name to

Four Seasons Goes To Paris Case Study Tourism Essay

Four Seasons Goes To Paris Case Study Tourism Essay One of the worlds leading operators of luxury hotels, Four Seasons, renovated George V and operated it as Four Seasons Hotel George V Paris in 1999, which is its first property in France. George V was opened in 1928 and since that has been a landmark which is located in the Triangle dOr (golden triangle). In Four Seasons Goes to Paris case study shows how Four Seasons developed the diversity and adapted to French market, with the Four Seasons outstanding standards. The purpose of this report is to analyse how Four Seasons, a Canadian company adapted the big cultural difference, also to be able to apply and explain the management principles identified in the case study and the management strategies in todays reality. Furthermore, by understanding how the management adapt to become the French employer and what the company core values were implemented in Four Seasons team, in order to know how the management stand out in this process. Finally, comparing to Four Seasons years of management in Paris how does the current internal and external environment affect the managers to be more entrepreneurial. Cultural awareness, Adaptation and Management Changes Cultural awareness can be thought of as internalized attitudinally insights about those common understandings held by groups that dictate the predominant values, attitudes, beliefs and outlooks of the individual. (Adler, 1986:31) Four Seasons opened its first property in Paris and it was a huge challenge for the management to go into the local. According to the case study, French is characterized by cultural researchers as having Polychromic Culture, which means they consider the importance of human relationships and they prefer building lifetime relationships. On the contrary, Americans are much more easygoing to develop short-term relationships. French do different tasks at the same time usually, but their attention can be taken away very easily. Additionally, the management explained that there is simply an incredible pride in being French and the French have a very emotional way of doing things. They cannot keep the standards and do not respect the Golden rules as it is too American as well as changing plans often because their decisions sometimes are unpredictable and not based on any reasons. For the management has to adjust to the French regulations especially in labor policy regarding to the staff working hours and conditions. David Crowl, noted that each hotel is tailor made and adapted to its national environment. Four Seasons have learned across borders from different countries and properties, trying to incorporate the native elements inside the property. Richey, the president of Richey International, which was hired to audit service quality and he felt that Four Seasons adapted to the local market very successfully from a design perspective at the first place. Also they understand the national idiosyncrasies, business culture and labor laws in order to become a French employer. Besides, Four Seasons hired Didier Le Calvez to be the General Manager of George V. He had 25 years working experience outside France and he acquired patience and tolerance to prepare the hotel opening. Four Seasons had assigned a 35-person task force which composed of experienced Four Seasons staff to help Le Calvez and his teams, to be Four Seasonize as well as making sure that the opening will be succeed. It helps to establish norms, attitudes and beliefs by reflecting the operating needs and is a good way for communicating the right information to all staff. In addition, the management implemented the 35-hour workweek at George V in order to meet the spirit of French law. Besides, starting direct line meeting for General Manager with managers, supervisors and employees in groups of 30 once a month, in order to promote communication and address the problems. It is very important for staff to be aware of different national and organizational culture because management is a process of coordinating work activities with the management skills in order to complete the work efficiently and effectively with and through people. (Robbins and Decenzo, 2008) It enables to work well with other people both in a group and individually, as hospitality is a people industry and about interaction with people from different culture, language and beliefs, communication can be improved by developing and understanding the cultural awareness Besides, a successful management for today should be able to be flexible, create ethical work environments and exhibit entrepreneurial skills when facing the changes. As we are not all the same and everyone is unique, we have to recognize the similarities and differences of each individual us, in order to achieve the same goal for the company. Instilling the Core values into the team Core values are operating  philosophies or  principles  that guide an organizations internal conduct as well as its  relationship  with the external world. (businessdictionary.com, 2010)   It is important for stakeholders of the organization because it is a performance guide and clarification of what behaviour and attitude should be performed. According to Sharp, founder and CEO of Four Seasons, he mentioned that the reason for their success is no secret. It comes down to one single principle that transcends time and geography, religion and culture. Its the Golden Rule the simple idea that if you treat people well, the way you would like to be treated, they will do the same. (Fourseasons.com, 2010) Sharp emphasized that The Golden Rule is the key to the success of the firm. It is not only a positive belief that provides consistently exceptional service and just for you to the guests, but also is a monitor to the employees and helps to shape relationships between the guests and staff. Base on the Golden Rule, the management needs to stand out by directing the activities of other people in the company with the functions of management, which is a process have generally been condensed to the basic four: planning, organizing, leading and controlling (Robbins and Decenzo, 2008:7) Planning It is a process to establish an overall strategy for achieving the goal of organization and helps to remind the staff what is the most important. (Robbins and Decenzo, 2008). The management mentioned the Four Seasons is a family and completes with rules, traditions and tough love. In order to provide consistently exceptional just for you, the Golden Rule was established to guide the family. The behaviour of all staff over the world were expected to follow the seven Four Seasons Service Culture Standards (Refers to Appendix I), Departmental Sample Core Standards and Four Seasons Goals, Beliefs and Principles. (http://www.fourseasons.com/about_us/service_culture) They are the foundation of the organizational goals and it shapes the relationships between staff and guests, as well as enriches the service culture. Organizing Structure of the Organization The responsibility of the general manager is supervising the day-to-day operations of the property and the regional management structure of the company (Refers to Appendix II) is the most important of its ability to maintain and deliver the highest and most consistent service standards in a cost-effective manner. Hire the right person with right attitude Four Seasons is trying to look deep inside of the applicants in the selection process in terms of finding the potential employees with right attitude. Refer to Frederick Taylor, the father of scientific management believed that increased efficiency could be achieved by selecting the right people for the job and training them to do it precisely in the one best way. Hire the right person with right attitude and proper training, not only increasing the strength of the property, but also controlling relationship between input and output in order to minimize the resource costs. Leading When managers motivate employees, direct the activities of others, select the most effective communication channel, or resolve conflicts among members, they are leading. (Robbins and Decenzo, 2008:8) Le Calvez, carried out some programs for motivation such as the invitation to the employees and their families for an open event about three times a year, in order to break down the barriers and remind them the pleasantness of working. Furthermore, achievement was celebrated by launching employee-of-the-month and employee-of-the-year programs to let the staff understand the recognition and the work speaks for them. Controlling The basic controlling process is the responsibility for monitoring, comparing and correcting. (Robbins and Decenzo, 2008) The management of Four Seasons hired both external and internal auditors to audit and evaluate the service quality. It is very essential because the standards of Four Seasons are the foundation for all our properties and it is based on which we build according to a senior manager noted. Therefore, the top management team gathers every morning for reflection and reviews in order to go over the mistakes, which have been done unprofessional and comparing to the companys goal and service standards, then identify and address the problem for improvement. How does Current Internal and External Environment affect managers to become more entrepreneurial Compared to the year of Four Seasons management, it is very important for the current managers to be more innovative and creative, as well as flexible in order to become entrepreneurial to both change and adapt the changes. Current Internal Environment Analysis Management Change Le Calvez worked with Four Seasons for 18 years and 8 years General Manager and Vice President in George V, he joined Shangri-La in 2007. He was credited for the renovation and his leadership while facing the adaptation and challenges. In my opinion, it effected the work motivation of the managers but they should be able to adapt the changes all the time. The hotels culture is embodied in the General Manager, An F.S. George V manager noted and it is a opportunity to establish innovative ideas and new promotional strategy in order to create a new hotels culture. Ownership Four Seasons agreed to be taken private in 2007 and was sold to the companys chief executive officer Sharp, as well as investment companies, one is Microsoft founder and Chairman, Bill Gates and the other by the owner of Fairmont Hotels Resorts, Saudi Prince Alwaleed bin Talal, the prince owned around 20% of Four Seasons already. (Usatoday.com, 2007) Gates and Prince Alwaleed invested on Four Seasons and there are opportunities to expand the Four Seasons and increase market share in other countries, where is the needs of luxury hotels and resorts. In this case the managers should work ambitious and pre-active to do market research in order to get the chance of promotions and working in another country. Current External Environment Analysis Political There are more upcoming infrastructure including convention centres, highway, mobile portal and urban planning. Furthermore, Paris is strongly promoted as a sustainable tourism destination as long as global warming becomes serious. It is also the new trend to being green in these few years, hence it provides the opportunity to explore Paris in eco-friendly way and helps to create an image of Paris is a green capital (parisinfo.com, 2010) As the French government promotes Paris as a green destination and it is part of the trend of tourism, the managers can create eco-friendly offerings and policies in order to enrich the reputation of Four Season through this opportunity. Economical Even with a tax rate of 43% in 2008, France is the fifth most attractive place to start a business. (industryweek.com, 2010) Therefore, the goods price in France is very stable as inflation rate is about 0.9 2% in these 5 years. The GDP contracted 2.1% in 2009 due to the financial crisis and there was world tourism collapse because of the Iceland volcano eruption in first quarter of 2010. Hence, there is a big lost since tourism is the largest income in Paris. Paris is the capital and gathers with most of the culture and technology of France, the manager can through this opportunity to more establish innovative conference package and facilities as well as eco-friendly meeting offer to fulfil the new demands. On the other hand, the managers can learn how and what to do during the financial crisis especially know what strategy to do when the hotel was in low occupancy rate and how to reduce the extra costs and arrange the work schedule properly in order to survive in bad financial situation. Socio Cultural Paris is well-known as a floury city but full of artistic and cultural atmosphere. There are 25,000 artists living and working in Paris because of its historic and romantic atmosphere. (Hurriyetdailynews.com, 2010) The managers will increase the cooperation with company which provides luxury city tour service as well as the training of the concierge service since the tourists come to Paris mostly for culture and sightseeing in order to create more revenue base on the advantage of the location and outstanding service. Technological France Telecom Group Orange Business Services and Disneyland Paris have built the wireless bar code of mobile messaging services for the visitors. (Technow.com, 2009) In meanwhile, the government is planning to increase building mobile portal. (Proximamobile.fr, 2009) It is very innovative and convenient and the visitors can access to the useful travel information. The managers can cooperate with the telecom companies about implement the new hotel wireless system in order to attract new target markets and turn it into the new unique selling point. Then the guests will be able to find the information of the property as well as the tourist information through this innovative service. Conclusion To conclude, Four Seasons  has grown effectively over half a century with the exceptional and unparalleled service. The success of Four Season all bases on a simple idea Golden Rules If you treat people well, the way you would like to be treated, they will do the same. Likewise, Four Season George V has been renovated successfully through by understanding the cultural awareness and adapting to the local market with universal standards. The successful management is not only required the qualifications but also be able to take accountability for decisions and policies, with the positive attitude, exhibit entrepreneurial skills and flexibility to create ethical work environments. Besides, the internal and external environment factors need to be recognized and overcome by the management skills. Hence, the spirit of the Four Seasons consistent personalize service will be highlighted perfectly. Appendix Appendix I The Seven Four Seasons Service Culture Standards (Sources: Four Seasons Goes to Paris Case Study) SMILE Employees will actively greet guests, SMILE, and speak clearly in a friendly manner. EYE Employees will make EYE contact, even in passing, with an acknowledgment. RECOGNITION All staff will create a sense of RECOGNITION by using the guests name, when known, in a natural and discreet manner. VOICE Staff will speak to guests in an attentive, natural, and courteous manner, avoiding pretension, and in a clear VOICE. INFORMED All guest contact staff will be well INFORMED about their hotel and their product, will take ownership of simple requests, and will not refer guests elsewhere. CLEAN Staff will always appear CLEAN, crisp, well groomed, and well fitted. EVERYONE EVERYONE, everywhere, all the time, show their care for our guests. Appendix II Four Seasons Reporting Structure (sources: Four Seasons Goes to Paris Case Study) Regional Vice Presidents Hotel General Managers Regional Marketing Director Area Director of Finance Regional Human Resource Director Supporting

Qualitative Research Versus Quantitative Research Essay example -- Res

Qualitative Research Versus Quantitative Research Quantitative research data is a formal, objective, systematic process in which numerical data is utilised to obtain information around the world. Quantitative research is all about quantifying the relationships between variables such as height, weight. It is obtained by such things as questionnaires, official statistics and planned interviews and then from the numerical data we can identify trends and correlations and get an idea of the attitudes of large numbers of people which can be very helpful. It is obtained mostly in the form of numbers. They were originally developed in the natural sciences to study natural phenomena. Qualitative research data is all types of data that are not in the form of numbers including written sources, pictures, films, open-ended questions and unstructured interviews. Qualitative data can often provide a richer and more in-depth picture of social life. It was developed in the social sciences to enable researchers to study social and cultural phenomena. Qualitative research uses unreconstructed logic to get at what is really real: the quality, meaning, context, or image of reality in what people actually do, not what they say they do. The advantages of a questionnaire which produces quantitative data are you do not have to pay interviewers and it is cheap to classify results. Fast and efficient analysis possible with pre-coded closed questions and answers can be easily quantified and entered straight on to computers. Also questionnaires do not normally need interviewers so you do not have the risk of the interviewer influencing the respondent'... ...ty as if another researcher did the same experiment would they get the same results as others. And if a group of researchers all researched the same topic would they all get different results? If so which should we believe. Researchers often combine quantitative and qualitative data in their research to get a fair and accurate result even thought quantitative is often more accurate than qualitative. The major difference between qualitative and quantitative research is the underlying statement about the role of the researcher. In quantitative research, the researcher is ideally an objective observer that neither participates in or influences what is being studied. In qualitative research, however, it is thought that the researcher can learn the most about a situation by participating and/or being immersed in it.

She :: essays research papers

Khadijah and her brother was home alone on a Monday night. No they were not trying to have a wild party. They were waiting by the phone expecting a call from there parent. I know this sounds strange, teenagers waiting for a call from their parents. But this was not a "Is the house okay" call. There Aunt Marla was in the Hospice House for the terminally ill. They wanted to know how she was doing and was every thing okay. When the phone rung they ran to it like horses at the race track. It was their father telling them that their Aunt was doing fine and will have to stay there a couple of months. They felt relive to hear the good news, but Khadijah knew something was not right. As she got in the bed it felt kind of strange like someone was in it. (Let's not forget this is the same bed Khadijah use to share with her Aunt when she lived with her family.) Khadijah went to sleep with her Aunt Marla in her mind. The next morning Khadijah woke up feeling like something was wrong. She got dress as usual and went down stairs for breakfast. But she did not sit to the table with her brothers. Instead she sat in the rocking chair her Aunt read her stories in. When her mother came down stairs she ask was everything was okay. Khadijah said "yes everything is fine." Everything was not fine, but Khadijah did not no what was wrong yet. When Khadijah got out of the chair to take her bowl to the kitchen she notice it started to rock on its own. She thought nothing of it and guess it came from her getting up real fast. Every morning Khadijah's mother takes her and her brother to school. And on the way there is a graveyard. Khadijah hardly ever looks at the graveyard when she passes by, but something about it today made her look. It look like it had some kind of glow to it. As she pass by Khadijah said "Somebody's dead", her brother Carl said " No duh! The people in the graveyard are.". But Khadijah was not talking about the people in the graveyard. Then Khadijah ask her mother what time was it. Her mother said it was 8 o'clock. Her brother ask "Why does it matter?

Management styles Essay

There are two main data resources, secondary and primary data. Secondary data is the one that already exists from previous investigations and it can be found in books, journals and films (Saunders at al, 2003). Primary data is the one that is recollected from the research and it can be obtained by using methods such as questionnaires, interviews, focus group, and other (Collis and Hussey, 2003). In order to achieve the aim and objectives of this research, both data collection methods will be used. The secondary data will be mostly used to define and examine the concepts of multicultural workforce and management styles. On the other hand, the primary data will be collected from the interviews done to managers and supervisors in order to obtain their experiences of working with people from different cultural background and whether it influences on management styles. In this case, it will be important and relevant for this research to review studies of cross-cultural differences such as Hofstede’s, Trompenaars’ and Hall and Hall’s, in order to compare their findings with the ones that come up from this investigation. Moreover, it will be fundamental to identify the main aspects of cultural differences that influences on management styles in order to have a better knowledge of this subject and understand why people’s behavior change from one culture to another. Consequently, secondary data on its own is insufficient for the investigation and exploration of this study; for this reason the use of primary data helps to add and enrich information to that existent background on cultural differences and management styles. Primary Data Taking into account the already proposed sample characteristics, interviews will be considered to be the most appropriate data collection technique due to the exploratory and analytical research nature of this investigation. It involves more interaction by questioning and discussion between the interviewee and the interviewer that is something it can not be obtained using, for example, questionnaires and observation (Blaxter et al. , 2001). The interviews will be conducted in order to explore and discover participants’ attitudes, opinions and experiences toward cultural differences and its influence on their management style. Interviews According to Collis and Hussey (2003), interviews â€Å"are a method of collecting data in which selected participants are asked questions in order to find out what they do, think or feel†. Saunders et al. (2003) propose the idea that this method is an efficient way of collecting reliable and valid information, because the data gathered comes directly from the source in study, which certainly helps to achieve the research question and objectives of this project. Therefore, choosing interviews will be based on its suitability in finding what is happening and seeking new sights when exploring management styles and cultural differences. Moreover, Saunders et al (2003) stress that a more complete gathering of valuable information can be obtained by interacting more people inside an organizations, which in this case are members of ABC Superstore in the U. S. Interviews are classified based on the degree of flexibility as well as formality and structure that the researcher would like to apply. Therefore, there are three types of interviews, structured, semi-structured and unstructured interviews (Kumar, 1999; Saunders et al. , 2000; Ghauri and Gronhaug, 2002). In the structured interview â€Å"the investigator asks a pre-determined set of questions, using the same wording and order of questions as specified in the interview schedule† (Kumar, 1999, p. 109); in semi-structured interview, the questions are also prepared beforehand, but in contrast, they offer more flexibility in facilitating the interviewee to modify the questions to investigate new ideas that might come up during the interview; and the unstructured interviews are based on a general topic of interest, but the questions are spontaneously posed to the respondent (Kumar, 1999; Guillham, 2000; Saunders et al. , 2000; Ghauri and Gronhaug, 2002). It has been suggested that for phenomenological approaches and exploratory researches, a semi-structure interview is the most suitable type since the interviewer can explore in-depth a specific area that might be of interest (Jankowicz, 1999). The interviews carried out for this research will be semi-structured and will be held face-to-face with individual participants. One of the reasons of choosing this type of interview is because they are more conductible and easier to control in order to establish and maintain empathy with respondents, so make the respondents be more comfortable and express their opinions more freely. It also gives the interviewer the opportunity to discover and understand the respondents’ points of view and beliefs about a specific situation (Zikmund, 2000). Saunders et al. (2000) mention that semi-structured are qualitative research interviews and are classified as non-standardized, where questions might vary from one interview to another since it depends on the course that the conversation takes, hence it would required of additional questions. In addition, Healey and Rawlinson (1994 cited Saunders et al. , 2000) point out that more than one type can be used within an interview, where one section may ask factual closed questions, such as personal details, and the next sections could explore more qualitative issues. In this case, a combination of styles will be adopted within the interviews that will be held. The first section will be consisted of a set of factual questions in order to find out the interviewee’s work position and background. The following sections will be based on qualitative responses where relevant topics will be taken under consideration accordingly to the literature review that will be developed in Chapter II as well as aim and objectives of the research. For instance, in the second section, cultural aspects within a multicultural workforce will be explored, while in the third section, examination of managerial skills will be enquired; and finally exploration of training programs will end the interview (Appendix B). Furthermore, the semi-structured interviews will allow a free-flowing discussion, which in turn will produce a better understanding of the way of thinking, opinions, and behavior of manager and supervisors in relation to their experiences towards differences in culture and its influence on their management styles. Data Quality Issues There are a number of data quality issues to be aware and consider when conducting an interview, otherwise it would put at risk the findings of the investigation. In this case information supplied to the interviewee, confidentiality, listening skills and recording of interviews is going to be considered for this section (Kvale, 1996; Saunders et al. , 2000). Information Supplied to the Interviewee An important issue to promote credibility to the investigation is the supply of relevant information to the participants prior the interviews. In this way, the interviewee will consider the information under study and will be prepared to discuss their experiences and opinions, which will help to develop the research credibility. This will be reached through a letter that will be sent to the participants, which can be seen in Appendix A. It will also mention the duration of the interviews, in order to let them organized their time and provide an approximately 30 minutes to the interview with no interruptions. Confidentiality According to Kvale (1996, p. 114) â€Å"confidentiality in research implies that private data identifying the subjects will not be reported†. The author also highlights that the change of names to protect the privacy of the participants is of an important issue, since encourages people to reveal experiences, feelings and facts which enrich the information given by the interviewee, facilitating the development of the research (Kvale, 1996; Guillham, 2000). Hence, it will be explained to the interviewee the purpose of the research and the use that it is going to have in order to gain their trust and confidence (Appendix A).

The Barnhouse Effect

Let me begin by saying that I don't know any more about where Professor Arthur Barnhouse is hiding than anyone else does. Save for one short, enigmatic message left in my mailbox on Christmas Eve, I have not heard from him since his disappearance a year and a half ago. What's more, readers of this article will be disappointed if they expect to learn how they can bring about the so-called â€Å"Barnhouse Effect. † If I were able and willing to give away that secret, I would certainly be something more important than a psychology instructor.I have been urged to write this report because I did research under the professor's direction and because I was the first to learn of his astonishing discovery. But while I was his student I was never entrusted with knowledge of how the mental forces could be released and directed. He was unwilling to trust anyone with that information. I would like to point out that the term â€Å"Barnhouse Effect† is a creation of the popular press, and was never used by Professor Barnhouse. The name he chose for the phenomenon was â€Å"dynamopsychism,† or force of the mind.I cannot believe that there is a civilized person yet to be convinced that such a force exists, what with its destructive effects on display in every national capital. I think humanity has always had an inkling that this sort of force does exist. It has been common knowledge that some people are luckier than others with inanimate objects like dice. What Professor Barnhouse did was to show that such â€Å"luck† was a measurable force, which in his case could be enormous. By my calculations, the professor was about fifty-five times more powerful than a Nagasaki-type atomic bomb at the time he went into hiding. Read aslo  The Professor is a Dropout.He was not bluffing when, on the eve of â€Å"Operation Brainstorm,† he told General Honus Barker: â€Å"Sitting here at the dinner table, I'm pretty sure I can flatten anything on earth—from Joe Louis to the Great Wall of China. † There is an understandable tendency to look upon Professor Barnhouse as a supernatural visitation. The First Church of Barnhouse in Los Angeles has a congregation numbering in the thousands. He is godlike in neither appearance nor intellect. The man who disarms the world is single, shorter than the average American male, stout, and averse to exercise. His I.Q. is 143, which is good but certainly not sensational. He is quite mortal, about to celebrate his fortieth birthday, and in good health. If he is alone now, the isolation won't bother him too much. He was quiet and shy when I knew him, and seemed to find more companionship in books and music than in his associations at the college. Neither he nor his powers fall outside the sphere of Nature. His dynamopsychic radiations are subject to many known physical laws that apply in the field of radio. Hardly a person has not now heard the snarl of â€Å"Barnhouse static† on his home receiver.The radiations are affected by sunspots and variations in the ionosphere. However, they differ from ordinary broadcast waves, in several important ways. Their total energy can be brought to bear on any single point the professor chooses, and that energy is undiminished by distance. As a weapon, then, dynamopsychism has an impressive advantage over bacteria and atomic bombs, beyond the fact that it costs nothing to use: it enables the professor to single out critical individuals and objects instead of slaughtering whole populations in the process of maintaining international equilibrium.As General Honus Barker told the House Military Affairs Committee: â€Å"Until someone finds Barnhouse, there is no defense against the Barnhouse Effe ct. † Efforts to â€Å"jam† or block the radiations have failed. Premier Slezak could have saved himself the fantastic expense of his â€Å"Barnhouseproof' shelter. Despite the shelter's twelve-foot-thick lead armor, the premier has been floored twice while in it. There is talk of screening the population for men potentially as powerful dynamopsychically as the professor.Senator Warren Foust demanded funds for this purpose last month, with the passionate declaration: â€Å"He who rules the Barnhouse Effect rules the world! † Commissar Kropotnik said much the same thing, so another costly armaments race, with a new twist, has begun. This race at least has its comical aspects. The world's best gamblers are being coddled by governments like so many nuclear physicists. There may be several hundred persons with dynamopsychic talent on earth, myself included. But, without knowledge of the professor's technique, they can never be anything but dice-table despots.With th e secret, it would probably take them ten years to become dangerous weapons. It took the professor that long. He who rules the Barnhouse Effect is Barnhouse and will be for some time. Popularly, the â€Å"Age of Barnhouse† is said to have begun a year and a half ago, on the day of Operation Brainstorm. That was when dynamopsychism became significant politically. Actually, the phenomenon was discovered in May, 1942, shortly after the professor turned down a direct commission in the Army and enlisted as an artillery private. Like X-rays and vulcanized rubber, dynamopsychism was discovered by accident.From time to time Private Barnhouse was invited to take part in games of chance by his barrack mates. He knew nothing about the games, and usually begged off. But one evening, out of social grace, he agreed to shoot craps. It was either terrible or wonderful that he played, depending upon whether or not you like the world as it now is. â€Å"Shoot sevens, Pop,† someone said. So â€Å"Pop† shot sevens—ten in a row to bankrupt the barracks. He retired to his bunk and, as a mathematical exercise, calculated the odds against his feat on the back of a laundry slip.His chances of doing it, he found, were one in almost ten million! Bewildered, he borrowed a pair of dice from the man in the bunk next to his. He tried to roll sevens again, but got only the usual assortment of numbers. He lay back for a moment, then resumed his toying with the dice. He rolled ten more sevens in a row. He might have dismissed the phenomenon with a low whistle. But the professor instead mulled over the circumstances surrounding his two lucky streaks. There was one single factor in common: on both occasions, the same thought train had flashed through his mind just before he threw the dice.It was that thought train which aligned the professor's brain cells into what has since become the most powerful weapon on earth. The soldier in the next bunk gave dynamopsychism its first token of respect. In an understatement certain to bring wry smiles to the faces of the world's dejected demagogues, the soldier said, â€Å"You're hotter'n a two-dollar pistol, Pop. † Professor Barnhouse was all of that. The dice that did his bidding weighed but a few grams, so the forces involved were minute; but the unmistakable fact that there were such forces was earth-shaking.Professional caution kept him from revealing his discovery immediately. He wanted more facts and a body of theory to go with them. Later, when the atomic bomb was dropped on Hiroshima, it was fear that made him hold his peace. At no time were his experiments, as Premier Slezak called them, â€Å"a bourgeois plot to shackle the true democracies of the world. † The professor didn't know where they were leading. In time, he came to recognize another startling feature of dynamopsychism: its strength increased with use. Within six months, he was able to govern dice thrown by men the length of a barracks distant.By the time of his discharge in 1945, he could knock bricks loose from chimneys three miles away. Charges that Professor Barnhouse could have won the last war in a minute, but did not care to do so, are perfectly senseless. When the war ended, he had the range and power of a 37-millimeter cannon, perhaps—certainly no more. His dynamopsychic powers graduated from the small-arms class only after his discharge and return to Wyandotte College. I enrolled in the Wyandotte Graduate School two years after the professor had rejoined the faculty. By chance, he was assigned as my thesis adviser.I was unhappy about the assignment, for the professor was, in the eyes of both colleagues and students, a somewhat ridiculous figure. He missed classes or had lapses of memory during lectures. When I arrived, in fact, his shortcomings had passed from the ridiculous to the intolerable. â€Å"We're assigning you to Barnhouse as a sort of temporary thing,† the dean of s ocial studies told me. He looked apologetic and perplexed. â€Å"Brilliant man, Barnhouse, I guess. Difficult to know since his return, perhaps, but his work before the war brought a great deal of credit to our little school. When I reported to the professor's laboratory for the first time, what I saw was more distressing than the gossip. Every surface in the room was covered with dust; books and apparatus had not been disturbed for months. The professor sat napping at his desk when I entered. The only signs of recent activity were three overflowing ashtrays, a pair of scissors, and a morning paper with several items clipped from its front page. As he raised his head to look at me, I saw that his eyes were clouded with fatigue. â€Å"Hi,† he said, â€Å"just can't seem to get my sleeping done at night. He lighted a cigarette, his hands trembling slightly. â€Å"You the young man I'm supposed to help with a thesis? † â€Å"Yes, sir,† I said. In minutes he conve rted my misgivings to alarm. â€Å"You an overseas veteran? † he asked. â€Å"Yes, sir. † â€Å"Not much left over there, is there? † He frowned. â€Å"Enjoy the last war? † â€Å"No, sir. † â€Å"Look like another war to you? † â€Å"Kind of, sir. † â€Å"What can be done about it? † I shrugged. â€Å"Looks pretty hopeless. † He peered at me intently. â€Å"Know anything about international law, the U. N. , and all that? † â€Å"Only what I pick up from the papers. â€Å"Same here,† he sighed. He showed me a fat scrapbook packed with newspaper clippings. â€Å"Never used to pay any attention to international politics. Now I study them the way I used to study rats in mazes. Everybody tells me the same thing—'Looks hopeless. ‘ † â€Å"Nothing short of a miracle—† I began. â€Å"Believe in magic? † he asked sharply. The professor fished two dice from his vest pocket. â€Å"I will try to roll twos,† he said. He rolled twos three times in a row. â€Å"One chance in about 47,000 of that happening. There's a miracle for you. He beamed for an instant, then brought the interview to an end, remarking that he had a class which had begun ten minutes ago. He was not quick to take me into his confidence, and he said no more about his trick with the dice. I assumed they were loaded, and forgot about them. He set me the task of watching male rats cross electrified metal strips to get to food or female rats—an experiment that had been done to everyone's satisfaction in the nineteen-thirties. As though the pointlessness of my work were not bad enough, the professor annoyed me further with irrelevant questions.His favorites were: â€Å"Think we should have dropped the atomic bomb on Hiroshima? † and â€Å"Think every new piece of scientific information is a good thing for humanity? † However, I did not feel put upon for long.  "Give those poor animals a holiday,† he said one morning, after I had been with him only a month. â€Å"I wish you'd help me look into a more interesting problem—namely, my sanity. † I returned the rats to their cages. â€Å"What you must do is simple,† he said, speaking softly. â€Å"Watch the inkwell on my desk. If you see nothing happen to it, say so, and I'll go quietly—relieved, I might add—to the nearest sanitarium.I nodded uncertainly. He locked the laboratory door and drew the blinds, so that we were in twilight for a moment. â€Å"I'm odd, I know,† he said. â€Å"It's fear of myself that's made me odd. † â€Å"I've found you somewhat eccentric, perhaps, but certainly not—† â€Å"If nothing happens to that inkwell, ‘crazy as a bedbug' is the only description of me that will do,† he interrupted, turning on the overhead lights. His eyes narrowed. â€Å"To give you an idea of how crazy, I'll tel l you what's been running through my mind when I should have been sleeping. I think maybe I can save the world.I think maybe I can make every nation a have nation, and do away with war for good. I think maybe I can clear roads through jungles, irrigate deserts, build dams overnight. † â€Å"Yes, sir. † â€Å"Watch the inkwell! † Dutifully and fearfully I watched. A high-pitched humming seemed to come from the inkwell; then it began to vibrate alarmingly, and finally to bound about the top of the desk, making two noisy circuits. It stopped, hummed again, glowed red, then popped in splinters with a blue-green flash. Perhaps my hair stood on end. The professor laughed gently. â€Å"Magnets? † I managed to say at last. Wish to heaven it were magnets,† he murmured. It was then that he told me of dynamopsychism. He knew only that there was such a force; he could not explain it. â€Å"It's me and me alone—and it's awful. † â€Å"I'd say it wa s amazing and wonderful! † I cried. â€Å"If all I could do was make inkwells dance, I'd be tickled silly with the whole business. † He shrugged disconsolately. â€Å"But I'm no toy, my boy. If you like, we can drive around the neighborhood, and I'll show you what I mean. † He told me about pulverized boulders, shattered oaks, and abandoned farm buildings demolished within a fifty-mile radius of the campus. Did every bit of it sitting right here, just thinking—not even thinking hard. † He scratched his head nervously. â€Å"I have never dared to concentrate as hard as I can for fear of the damage I might do. I'm to the point where a mere whim is a blockbuster. † There was a depressing pause. â€Å"Up until a few days ago, I've thought it best to keep my secret for fear of what use it might be put to,† he continued. â€Å"Now I realize that I haven't any more right to it than a man has a right to own an atomic bomb. † He fumbled t hrough a heap of papers. â€Å"This says about all that needs to be said, I think. He handed me a draft of a letter to the Secretary of State. Dear Sir: I have discovered a new force which costs nothing to use, and which is probably more important than atomic energy. I should like to see it used most effectively in the cause of peace, and am, therefore, requesting your advice as to how this might best be done. Yours truly, A. Barnhouse. â€Å"I have no idea what will happen next,† said the professor. There followed three months of perpetual nightmare, wherein the nation's political and military great came at all hours to watch the professor's tricks.We were quartered in an old mansion near Charlottesville, Virginia, to which we had been whisked five days after the letter was mailed. Surrounded by barbed wire and twenty guards, we were labeled â€Å"Project Wishing Well,† and were classified as Top Secret. For companionship we had General Honus Barker and the State Dep artment's William K. Cuthrell. For the professor's talk of peace-through-plenty they had indulgent smiles and much discourse on practical measures and realistic thinking. So treated, the professor, who had at first been almost meek, rogressed in a matter of weeks toward stubbornness. He had agreed to reveal the thought train by means of which he aligned his mind into a dynamopsychic transmitter. But, under Cuthrell's and Barker's nagging to do so, he began to hedge. At first he declared that the information could be passed on simply by word of mouth. Later he said that it would have to be written up in a long report. Finally, at dinner one night, just after General Barker had read the secret orders for Operation Brainstorm, the professor announced, â€Å"The report may take as long as five years to write. He looked fiercely at the general. â€Å"Maybe twenty. † The dismay occasioned by this flat announcement was offset somewhat by the exciting anticipation of Operation Brain storm. The general was in a holiday mood. â€Å"The target ships are on their way to the Caroline Islands at this very moment,† he declared ecstatically. â€Å"One hundred and twenty of them! At the same time, ten V-2s are being readied for firing in New Mexico, and fifty radio-controlled jet bombers are being equipped for a mock attack on the Aleutians. Just think of it! † Happily he reviewed his orders. At exactly 1100 hours next Wednesday, I will give you the order to concentrate; and you, professor, will think as hard as you can about sinking the target ships, destroying the V-2s before they hit the ground, and knocking down bombers before they reach the Aleutians! Think you can handle it? † The professor turned gray and closed his eyes. â€Å"As I told you before, my friend, I don't know what I can do. † He added bitterly, â€Å"As for this Operation Brainstorm, I was never consulted about it, and it strikes me as childish and in insanely expensive. General Barker bridled. â€Å"Sir,† he said, â€Å"your field is psychology, and I wouldn't presume to give you advice in that field. Mine is national defense. I have had thirty years of experience and success, Professor, and I'll ask you not to criticize my judgment. † The professor appealed to Mr. Cuthrell. â€Å"Look,† he pleaded, â€Å"isn't it war and military matters we're all trying to get rid of? Wouldn't it be a whole lot more significant and lots cheaper for me to try moving cloud masses into drought areas, and things like that?I admit I know next to nothing about international politics, but it seems reasonable to suppose that nobody would want to fight wars if there were enough of everything to go around. Mr. Cuthrell, I'd like to try running generators where there isn't any coal or water power, irrigating deserts, and so on. Why, you could figure out what each country needs to make the most of its resources, and I could give it to them without costi ng American taxpayers a penny. † â€Å"Eternal vigilance is the price of freedom,† said the general heavily. Mr. Cuthrell threw the general a look of mild distaste. Unfortunately, the general is right in his own way,† he said. â€Å"I wish to heaven the world were ready for ideals like yours, but it simply isn't. We aren't surrounded by brothers, but by enemies. It isn't a lack of food or resources that has us on the brink of war—it's a struggle for power. Who's going to be in charge of the world, our kind of people or theirs? † The professor nodded in reluctant agreement and arose from the table. â€Å"I beg your pardon, gentlemen. You are, after all, better qualified to judge what is best for the country. I'll do whatever you say. He turned to me. â€Å"Don't forget to wind the restricted clock and put the confidential cat out,† he said gloomily, and ascended the stairs to his bedroom. For reasons of national security, Operation Brainstorm was carried on without the knowledge of the American citizenry which was paying the bill. The observers, technicians, and military men involved in the activity knew that a test was under way—a test of what, they had no idea. Only thirty-seven key men, myself included, knew what was afoot. In Virginia, the day for Operation Brainstorm was unseasonably cool.Inside, a log fire crackled in the fireplace, and the flames were reflected in the polished metal cabinets that lined the living room. All that remained of the room's lovely old furniture was a Victorian love seat, set squarely in the center of the floor, facing three television receivers. One long bench had been brought in for the ten of us privileged to watch. The television screens showed, from left to right, the stretch of desert which was the rocket target, the guinea-pig fleet, and a section of the Aleutian sky through which the radio-controlled bomber formation would roar.Ninety minutes before H-hour the radios announ ced that the rockets were ready, that the observation ships had backed away to what was thought to be a safe distance, and that the bombers were on their way. The small Virginia audience lined up on the bench in order of rank, smoked a great deal, and said little. Professor Barnhouse was in his bedroom. General Barker bustled about the house like a woman preparing Thanksgiving dinner for twenty. At ten minutes before H-hour the general came in, shepherding the professor before him.The professor was comfortably attired in sneakers, gray flannels, a blue sweater, and a white shirt open at the neck. The two of them sat side by side on the love seat. The general was rigid and perspiring; the professor was cheerful. He looked at each of the screens, lighted a cigarette and settled back. â€Å"Bombers sighted! † cried the Aleutian observers. â€Å"Rockets away! † barked the New Mexico radio operator. All of us looked quickly at the big electric clock over the mantel, while t he professor, a half-smile on his face, continued to watch the television sets. In hollow tones, the general counted away the seconds remaining. Five . . . four . . . three . . . two . . . one . . . Concentrate! † Professor Barnhouse closed his eyes, pursed his lips, and stroked his temples. He held the position for a minute. The television images were scrambled, and the radio signals were drowned in the din of Barnhouse static. The professor sighed, opened his eyes, and smiled confidently. â€Å"Did you give it everything you had? † asked the general dubiously. â€Å"I was wide open,† the professor replied. The television images pulled themselves together, and mingled cries of amazement came over the radios tuned to the observers.The Aleutian sky was streaked with the smoke trails of bombers screaming down in flames. Simultaneously, there appeared high over the rocket target a cluster of white puffs, followed by faint thunder. General Barker shook his head happi ly. â€Å"By George! † he crowed. â€Å"Well, sir, by George, by George, by George! † â€Å"Look! † shouted the admiral seated next to me. â€Å"The fleet-it wasn't touched! † â€Å"The guns seem to be drooping,† said Mr. Cuthrell. We left the bench and clustered about the television set to examine the damage more closely. What Mr. Cuthrell had said was true.The ships' guns curved downward, their muzzles resting on the steel decks. We in Virginia were making such a hullabaloo that it was impossible to hear the radio reports. We were so engrossed, in fact, that we didn't miss the professor until two short snarls of Barnhouse static shocked us into sudden silence. The radios went dead. We looked around apprehensively. The professor was gone. A harassed guard threw open the front door from the outside to yell that the professor had escaped. He brandished his pistol in the direction of the gates, which hung open, limp and twisted.In the distance, a spe eding government station wagon topped a ridge and dropped from sight into the valley beyond. The air was filled with choking smoke, for every vehicle on the grounds was ablaze. Pursuit was impossible. â€Å"What in God's name got into him? † bellowed the general. Mr. Cuthrell, who had rushed out onto the front porch, now slouched back into the room, reading a penciled note as he came. He thrust the note into my hands. â€Å"The good man left this billet-doux under the door knocker. Perhaps our young friend here will be kind enough to read it to you gentlemen, while I take a restful walk through the woods. â€Å"Gentlemen,† I read aloud, ‘as the first superweapon with a conscience, I am removing myself from your national defense stockpile. Setting a new precedent in the behavior of ordnance, I have humane reasons for going off. A. Barnhouse. † Since that day, of course, the professor has been systematically destroying the world's armaments, until there is n ow little with which to equip an army other than rocks and sharp sticks. His activities haven't exactly resulted in peace, but have, rather, precipitated a bloodless and entertaining sort of war that might be called the â€Å"War of the Tattletales. Every nation is flooded with enemy agents whose sole mission is to locate military equipment, which is promptly wrecked when it is brought to the professor's attention in the press. Just as every day brings news of more armaments pulverized by dynamopsychism, so has it brought rumors of the professor's whereabouts. During last week alone, three publications carried articles proving variously that he was hiding in an Inca ruin in the Andes, in the sewers of Paris, and in the unexplored lower chambers of Carlsbad Caverns.Knowing the man, I am inclined to regard such hiding places as unnecessarily romantic and uncomfortable. While there are numerous persons eager to kill him, there must be millions who would care for him and hide him. I li ke to think that he is in the home of such a person. One thing is certain: at this writing, Professor Barnhouse is not dead. Barnhouse static jammed broadcasts not ten minutes ago. In the eighteen months since his disappearance, he has been reported dead some half-dozen times. Each report has stemmed from the death of an unidentified man resembling the professor, during a period free of the static.The first three reports were followed at once by renewed talk of rearmament and recourse to war. The saber-rattlers have learned how imprudent premature celebrations of the professor's demise can be. Many a stouthearted patriot has found himself prone in the tangled bunting and timbers of a smashed reviewing stand, seconds after having announced that the arch-tyranny of Barnhouse was at an end. But those who would make war if they could, in every country in the world, wait in sullen silence for what must come—the passing of Professor Barnhouse.To ask how much longer the professor wi ll live is to ask how much longer we must wait for the blessings of another world war. He is of short-lived stock: his mother lived to be fifty-three, his father to be forty-nine; and the life-spans of his grandparents on both sides were of the same order. He might be expected to live, then, for perhaps fifteen years more, if he can remain hidden from his enemies. When one considers the number and vigor of these enemies, however, fifteen years seems an extraordinary length of time, which might better be revised to fifteen days, hours, or minutes.The professor knows that he cannot live much longer. I say this because of the message left in my mailbox on Christmas Eve. Unsigned, typewritten on a soiled scrap of paper, the note consisted of ten sentences. The first nine of these, each a bewildering tangle of psychological jargon and references to obscure texts, made no sense to me at first reading. The tenth, unlike the rest, was simply constructed and contained no large words—b ut its irrational content made it the most puzzling and bizarre sentence of all. I nearly threw the note away, thinking it a colleague's warped notion of a practical joke.For some reason, though, I added it to the clutter on top of my desk, which included, among other mementos, the professor's dice. It took me several weeks to realize that the message really meant something, that the first nine sentences, when unsnarled, could be taken as instructions. The tenth still told me nothing. It was only last night that I discovered how it fitted in with the rest. The sentence appeared in my thoughts last night, while I was toying absently with the professor's dice. I promised to have this report on its way to the publishers today.In view of what has happened, I am obliged to break that promise, or release the report incomplete. The delay will not be a long one, for one of the few blessings accorded a bachelor like myself is the ability to move quickly from one abode to another, or from one way of life to another. What property I want to take with me can be packed in a few hours. Fortunately, I am not without substantial private means, which may take as long as a week to realize in liquid and anonymous form. When this is done, I shall mail the report. I have just returned from a visit to my doctor, who tells me my health is excellent.I am young, and, with any luck at all, I shall live to a ripe old age indeed, for my family on both sides is noted for longevity. Briefly, I propose to vanish. Sooner or later, Professor Barnhouse must die. But long before then I shall be ready. So, to the saber-rattlers of today and even, I hope, of tomorrow—I say: Be advised. Barnhouse will die. But not the Barnhouse Effect. Last night, I tried once more to follow the oblique instructions on the scrap of paper. I took the professor's dice, and then, with the last, nightmarish sentence flitting through my mind, I rolled fifty consecutive sevens.