Self Discovery in Saul Bellows Henderson the Rain King :: Henderson the Rain King

Self Discovery in Saul Bellow's Henderson the Rain King Have you ever felt like a complete social out cast? Some one who has trouble fitting in and has never quite found their true calling. Being shunned by those closest to him and being unaccepted by society, the character in this novel is a perfect example. Saul Bellow's character Eugene Henderson, in, Henderson the Rain King, (1959), is a man who struggles to change his ways and find out his true calling. In this novel, a 55-year old man, tries to get through a mid-life crisis. The millionaire decides to go to Africa in an attempt to find himself. He meets two tribes while there. The first one he nearly destroys in an attempt to rid their watering hole of frogs. The next tribe helps Henderson the most on his quest. He unknowingly participates in a ritual to bring rain to the tribe, the success of which leads to his acclamation as Sungo, or Rain King. This experience with the tribe helps him to realize that his true destiny is as a healer. He returns back to America, planning to enter medical school. Eugene Henderson starts off the book as a unpredictable man, with little conscious to guide him. It seems as though he almost intentionally hurts those closest to him. After telling his wife that he has had enough of everything, and that he was going to "blow his brains out," he explains that this hurt his wife for more than one reason. Perhaps the most apparent reason was that "Her father had committed suicide in the same way, with a pistol (11)." Throwing tantrums like these, cause him to be very unlikable in the beginning of the novel. Once he has arrived in Africa, you start to see a different side of him. Then after leaving the first tribe and staying with the second one for a while, his personality really begins to grow on you. He explains that, "At one time, much earlier in this life of mine, suffering had a certain spice (263)." I feel that this shows how he is growing as a person and being able to find out more about who he really is. Towards the end of the novel, the change that has come over him becomes really apparent. After a conversation with the king, he says, "For his sake I accepted the discipline of being like a lion.

Was Anne Hutchinson a Threat to Puritan Elite?

â€Å"Was Anne Hutchinson a threat to the Puritan elite? † LaToya McSwain US History 1 November 20, 2012 Believing that the Church of England had strayed too far from its original doctrine, disgruntled group of churchgoers decided to withdraw from the church. In an effort to escape persecution they fled to America. This group became known as the Puritans. Though, in their opinion, the church had strayed from God’s word, they held firm to their position that the Bible was God’s blueprint for daily living.The Puritans believed the church of that day was too saturated with irrelevancy; therefore, in an effort to purify religion, they felt the need to peel off those irrelevant formalities. Hence, the name Puritans-purifying their religion, as well as, their lives. Their strong spiritual convictions served as both a blessing and a curse. It served as a blessing in that it unified them and provided hope during hardships. It served as a curse in that they developed a so mewhat judgmental view of others as worldly if their actions didn’t coincide with the Puritan faith.There is also the idea of â€Å"pre-destination†. Each individual’s lifestyle indicated your standing with God. If you were well off, it was assumed you were in good standing with God. If you were poor, you obviously were not in good standing with God. Placement in heaven and hell was already pre-determined by God and no one knew their destiny. This is uncertainty is what kept the Puritans on the straight and narrow path. If the way of Puritan life is not strictly adhered to, individuals face harsh criticism and discipline-both by the church and society.One of the first American feminist, Anne Hutchinson, believed each individual should have the right to freedom of worship, speech, and thought. She did not deviate from her beliefs, ethics, or ideas no matter what it would cost her. There was never any intention to make anyone angry or hurt anyone’s feelings with her beliefs. Anne Hutchinson was born in a town called Alford, Lincolnshire, England in July, day unknown, 1591. Her birth name was Anne Marbury. She was born to Francis Marbury, a deacon, and Bridget Dryden.Her father, a deacon at Christ Church, Cambridge, was arrested due to his open deplore of the clergy’s lack of competence. He was in jail for a year for his ideas and abrasive words. Because of Anne’s father’s beliefs, she took a strong liking to religion very young in her life. By age 21, she was married to Will Hutchinson. During her life, she bore 15 children with her husband. She and her family followed the word and teaching of John Cotton, Protestant minister. John Cotton had some of the same ideas her father had when she was growing up, but now these same ideas and teachings were accepted by Puritanism.

Conflict Resolution Essay

Merriam-Webster (n.d) defines conflict as, â€Å"the opposition of persons or forces that gives rise to the dramatic action in a drama or fiction†. Interpersonal conflicts, whether they are between family members, students and teachers, employees and supervisors, or groups, have certain elements in common. Coser (1967) asserts that conflict is â€Å"a struggle over values and claims to scarce status, power, and resources, in which the aims of the opponents are to neutralize, injure, or eliminate the rivals.† (p. 8) Coser’s definition grew out of the cold war, when conflict between the United States and the former U.S.S.R. dominated Western method to conflict. Conflict was viewed as a win-lose solution. According to Dana (2001) there are only three ways to resolve any conflict; power contests, rights contests, and interest’s reconciliation. Power contest is based on Coser’s (1967) win-lose situation. Each party views their point as right each wanting power over the other. Rights contest is an orderly system which has rules, regulations, policies, precedents and a hierarchy of authority which is used in order to â€Å"win† again this model is a win-lose resolution. The solution to conflict resolution is interest reconciliation. This approach enlists support from both parties to find the best solution. All parties win with interest reconciliation model as their solution. Conflict in the workplace is a condition between or among two or more workers whose jobs are independent, who feel angry, who perceive the other(s) as being at fault, and act in a way that causes a business problem. Conflict has three elements feelings (emotions), perceptions (thoughts) and actions (behaviors). â€Å"Psychologists consider these three the only dimensions of human experience. So, conflict is rooted in all parts of the human nature† (Dana, 2001, p. 5) some confuse conflict with indecisi on, disagreement, stress, or some other common experience that may cause or be caused by a conflict. However, those elements are not best handled by conflict resolution. The question many ask, is conflict normal? Conflict is a fact of any organizational life. On the job, â€Å"conflict is a stubborn fact of organizational life† (Kolb and Putnam, 1992, p. 311). Rather than seeing conflict as abnormal, Pondy (1992) suggests we view organizations as â€Å"arenas for staging conflicts, and managers as both fight promoters who organize bouts and as referees who regulate them† (p. 259). In addition, Pondy states that in the company, agency, or small business, conflict may be the very essence of what the organization is about, and if â€Å"conflict isn’t happening then the organization has no reason for being† (p. 259). One study surveyed workers and found that almost 85 percent reported conflicts at work (Volkema and Bergmann 1989). With an increasing awareness of cultural diversity and gender equity issues, it is essential that employees become familiar with issues surrounding promotions and harassment. In fact, one can see tra ining in organizations as a form of preventive conflict management (Hathaway, 1995). The recognition of the frequency of conflict at work has led to books on mediating conflict in the workplace (Yarbrough and Wilmot 1995), showing how managers can learn conflict management skills to intervene in disputes in their organization. As employees, daily work with clients, customers, co-workers, or bosses can be a struggle. Conflict is as Wilmot (1995) wrote, â€Å"What determines the course of a relationship . . . is in a large measure determined by how successfully the participants move through conflict episodes† (p. 95). Conflict resolution has five styles, giving in, avoiding, fight it out, comprise, and work together style. No style is right or wrong; however some do work better than others. Accommodation, giving in to the other’s wishes or smoothing waves sacrifices one’s own goals for the sake of the other person. Accommodators often use phrases like: â€Å"Whatever you want is fine with me.† When one party in a conflict genuinely does not care about the outcome of the conflict, accommodation may be the right choice for that situation. However, if accommodation is the only style a person utilizes, he or she is advised to learn more skills. Avoidance is characterized by behaviors that either ignore or refuse to engage in the conflict. While avoidance is by some consider a negative style that shows low concern for both one’s own and the other party’s interests, there are sometimes strategic reasons to avoid conflict. For example, when the relationship is short-term and the issue is not important or when the situation has a potential to escalate to violence, avoidance may be the prudent choice. Fight it out, competition, or win/lose, style maximizes reaching one’s own goals or getting the problem solved at the cost of the others goals or feelings. While always choosing competition has negative repercussions for relationships, businesses and cultures, it can occasionally be the right style to choose if the other party is firmly fixed in a competitive style or there are limited resources. While competitive strategy is not necessarily dysfunctional, competition can easily slip into a destructive situation. Understanding the methods and strategies of others who use competitive styles can assist conflict managers in neutralizing the negative consequences of competition and work toward a mutual gain approach. Compromise is a give and take of resources. The classic compromise in negotiating is to â€Å"split the difference† between two positions. While there is no victor from compromise, each person also fails to achieve her or his original goal. Finally, working together to collaborate is when parties cooperatively team up until a mutually agreeable solution is found. Compromise and collaboration are win-win solution where as the other styles are win-lose. Why do people avoid dealing with conflict? People have a natural instinct of fear and some let that fear overpower them. The fear of harm causes people to fight-or-flight. Individuals will choose the flight option when in a dangerous part of a city that they have never been in before in order to avoid danger, it shows wisdom or strength to get out a of physically abusive relationship, commendable to stay out emotionally abusive relationships. In spite of this, in some cases people have the response to flight to a false perception of harm. People overstress in their minds the emotional harm that someone can cause harm. The same is said for conflict in the workplace, people will avoid conflict for fear of being harmed by others. Some avoid conflict because of a fear of rejection from others. These individuals feel others will withdraw their friendship or push them away causing more hurt. People have the perception if they do not risk rejection they can suppress their needs and feelings. Loss of relationship is the fear of rejection taken up a level they fear totally losing a relationship. Others avoid conflict to mask their true desires because preserving a relationship is more important than getting what they want. These individuals are trapped into believing their worth is dependant on another accepting them. People avoid conflict for fear of anger. These people do not like listening to someone who is angry. They believe another will hurt them, reject them, or leave them, and they just cannot stand to witness anger. However, anger is just anger and it is not necessarily directed toward them. Individuals do not want to be seen as selfish. In some situations people are not afraid of others reactions, but rather their interpretation of the situation. They fear that they will appear selfish. However, is it wrong to have a need, feeling, or want and to express it? Society has sometimes had it seem that way. Although, there is nothing wrong with asking for what individuals want versus feeling they are entitled to always getting what they want. The truth is if one never asks, then they are depriving people around them from being able give to them effectively. Still, people who feel their wants should not be fulfilled, regardless of what others want, fall into the selfishness category. Sometimes people avoid conflict for fear of saying the wrong thing or something they will regret. Individuals will avoid conflict rather than risk putting â€Å"their foot in their mouth† they contain their anger and frustration which often leads to that which they fear. When people have conflicts in the past that have failed so they avoid future conflict for the fear of failing those too and begin to believe the confrontation is not worth the emotional energy it takes to deal with others. The fear of failing can impact other aspects of ones life. The fear of hurting another is more than just saying the wrong thing. These individuals are extremely sensitive and caring. They would rather hurt themselves than risk hurting another. The fear of success is a fear that most over look. However, it is much like the fear of failure. Some people are afraid to get what they want; they believe they will never get it. These people feel they do not deserve what they want, the consequences of getting of what they want is regret, or the responsibility is more than they need or desire. The fear of intimacy is the most subconscious of the fears. People do not want to share their dreams, desires, and wants with others. They feel they are private and do not want to be exposed. People do not want to appear weak. If resolution involves giving in, avoiding, or compromise they may feel they appear as though they do not have confidence. People do not want the stress of confrontation. They feel it is better to avoid conflict rather than deal with the stress it will cause them in the workplace between co-workers. Our society tends to reward alternative responses to conflict, rather than negotiation. People, who aggressively pursue their needs, competing rather than collaborating, are often satisfied by others who prefer to accommodate. Managers and leaders are often rewarded for their aggressive, controlling approaches to problems, rather than taking a more compassionate approach to issues that may seem less decisive to the public or their staffs. Conflict resolution requires profound courage on the part of all parties: It takes courage to honestly and clearly express one’s needs, and it takes coura ge to sit down and listen to one’s adversaries. It takes courage to look at one’s own role in the dispute, and it takes courage to approach others with a sense of empathy, openness and respect for their perspective. Collaborative approaches to conflict management require individuals to engage in the moment of dialogue in thoughtful and meaningful ways, so it is understandable if people tend to avoid such situations until the balance of wisdom tips in favor of negotiation. People have certain perceptions in conflict when dealing with different situations. Culture shapes and frames each individual’s interpretation of appropriate behaviors during conflicts. Conflict across cultures, whether across nations or across the diverse cultures within a country, exacerbates the routine difficulties of conflict management (Fry and Bjorkqvist, 1997). There is no clear conclusion about whether men and women actually behave in different ways while conducting conflicts. However, gender stereotypes do affect conflict behaviors when in dividuals act and react based on stereotypes of how men and women will/should act rather than selecting behaviors appropriate for the individual one is communicating with (Borisoff and Victor, 1997). Parties respond to conflicts on the basis of the knowledge they have about the issue at hand. This includes situation-specific knowledge and general knowledge. The understanding of the knowledge they have can influence the person’s willingness to engage in efforts to manage the conflict, either reinforcing confidence to deal with the dilemma or undermining one’s willingness to flexibly consider alternatives. The person sharing the message is considered to be the messenger. If the messenger is perceived to be a threat (powerful, scary, unknown, etc.) the message can influence others responses to the overall situation being experienced. For example, if a big scary-looking guy is yelling at people they may respond differently than if a diminutive, calm person would express the same message. Additionally, if the people knew the messenger previously, they might respond differently based upon that prior sense of the person’s credibility. People are more inclined to listen with respect to someone they view more credible than if the message comes from someone who lacks credibility and integrity. Some people have had significant life experiences that continue to influence their perceptions of current situations. These experiences may have left them fearful, lacking trust, and reluctant to take risks. On the other hand, previous experiences may have left them confident, willing to take chances and experience the unknown. Either way, one must acknowledge the role of previous experiences as elements of their perceptual filter in the current dilemma. These factors, along with others, work together to form the perceptual filters through which people experience conflict. As a result, their reactions to the threat and dilemma posed by conflict should be anticipated to include varying understandings of the situation. This also means that they can anticipate that in many conflicts there will be significant misunderstanding of each other’s perceptions, needs and feelings. These challenges contribute to our emerging sense, during conflict, that the situation is overwhelming and unsolvable. As such, they become critical sources of potential understanding, insight and possibility. How do people respond to conflict? There are three responses to conflict emotional, cognitive and physical responses that are important windows into our experience during conflict, for they frequently tell people more about what is the true source of threat that is perceived; by understanding the thoughts, feelings and behavior to conflict, a better insight into the best potential solution to the situation. Emotional (feelings) are the feelings we experience in conflict, ranging from anger and fear to despair and confusion. Emotional responses are often misunderstood, as people tend to believe that others feel the same as they do. Thus, differing emotional responses are confusing and, at times, threatening. Cognitive (thinking) are our ideas and thoughts about a conflict, often present as inner voices or internal observers in the midst of a situation. Through sub-vocalization (self-talk), people understand these cognitive responses. Physical (behavior) can play an important role in our ability to meet our needs in the conflict. They include heightened stress, bodily tension, increased perspiration, tunnel vision, shallow or accelerated breathing, nausea, and rapid heartbeat. These responses are similar to those we experience in high-anxiety situations, and they may be managed through stress management techniques. Establishing a calmer environment in which emotions can be managed is more likely if the physical response is addressed effectively. Dealing with someone unwilling to negotiate can be difficult for the person who is trying to resolve the conflict. However, the â€Å"8 Step Model† can be very beneficial, by focusing first on listening to the other person, and seeking to understand the sources of their resistance, the stage can be set for clarifying the conditions he or she requires in order to talk things out. This is not about being ‘right’ or ‘wrong’ in the situation, but a practical strategy for getting the other person engaged as a partner in the negotiation process. Another alternative is to focus on things we can do to influence conflicts in the future, rather than putting initial energy into understanding (or solving) problems we have had in the past. By remaining relatively flexible about the agenda – taking on topics individuals care about, but not necessarily the most pressing issues – thus, creating an opportunity to reduce the fears associated with resistance. While the conflict may not be able to be truly resolved, some key issues that exist will be managed and will help to prevent the issues from getting worse. Power is an important and complex issue facing anyone seeking a negotiated solution to a conflict. Before negotiating clarify the true sources of power in the room: The boss has position power, associated with the â€Å"carrots and sticks† that come with the role. She or he may also have coercive power, supported by contracts or statute that compels employees to behave in certain ways and do certain tasks associated with the job. Some may have a great deal of expertise power, accumulated from doing your job over a period of time. Either conflict participants may possess normative power, through which they know â€Å"the lay of the land† in their department and, therefore, how to get things done. And either may possess referent power, through which others show respect for the manner in which the employee conducts themselves. Generally, referent power accrues to those who demonstrate a mature willingness to seek collaborative solutions. An impasse is the sense of being â€Å"stuck†. Impasse is the point within a dispute in which the parties are unable to perceiv e effective solutions. People feel stuck, frustrated, angry, and disillusioned. Therefore, they might either dig their heels in deeper, anchoring themselves in extreme and rigid poitions, or they might decide to withdraw from negotiation. Either way, impasse represents a turning point in our efforts to negotiate a solution to the conflict. As such, rather than avoiding or dreading it, impasse should be viewed with calmness, patience, and respect. Multi-party disputes are complex situations, and they require careful attention and persistence. However, the same â€Å"8 Step Model† can be applied to the disputes. In spite of using the same process expect everything to take a bit longer than if there where only two or three people. Patiently make sure that all points of view are heard, that issues are clarified for all to see, and that all members in the group accept the agreements being negotiated. If there are limits to the group’s decision-making power, then it is important to acknowledge those limits and understand how they are perceived by all members of the group. There are many different ideas of the steps for resolution, some claim five steps while others claim six or seven for the purpose of this paper Weeks (1992) eight step resolution style is identified. Step one – Create an Effective Atmos phere Creating the right atmosphere in which the conflict resolution process will take place is very important, yet most overlook its importance. The atmosphere is the frame around the canvas which will be painted the negotiations and building of better relationships (Weeks, 1992). Step two – Clarify Perceptions Perceptions are lenses through which a person sees themselves, others, their relationships, and the situations they encounter. Perceptions have a great influence on behavior of people. Once people perceive something in certain way, even if the perception is wrong, in the mind it is that way, and often base behaviors on that perception (Weeks, 1992). Step three – Focus on the Individual and Shared Needs This step builds on the previous step as needs as the conditions people perceive they cannot do without, those conditions critical to each persons wellbeing and relationships. However, step three focuses more on skills involved in the conflict partnership approach. There are several key points to keep in mind in this step. 1) Needs are the foundation of relationship and are an essential part of that foundation. 2) People sometimes confuse needs with desires. 3) Personal needs in relationships perceived by individuals must allow for respect of the needs or the relationship (Weeks, 1992). Step four – Build Shared Power Power is a part of every relationship. However, the way people perceive and use power is seen frequently as a dirty word. Such as when people use power as means to control or to manipulate some else to get what they want. Although, power is and of itself not corrupt, it is the way in which people use their power and whether they allow such power to corrupt. Developing positive self power through a clear self-image means that we base our perceptions of ourselves not on what others expect of us or want us to be but what we believe to be our own needs, capabilities, priorities and goals (Weeks, 1992, p. 152). Step five – Look to the Future, Then Learn from the Past. All relationships and conflicts have a past, present and future. Resolving conflicts requires dealing with all three. The conflict partnership process encourages the use of positive power to focus on the present-future to learn from the past. The past experiences people face set the landscape for present and future decision making and how relate to others (Weeks, 1992). Step six – Generate Options People have the ability to discover new possibilities in their relationships as well as conflict resolution. However, both are often impaired by the packaged truths and limited vision people hold onto in times of stress, insecurity, and conflict. Generating options breaks through the predetermined restrictions brought into the conflict resolution process. Generating options imparts choices which specific steps to resolve conflicts and enhanced relationship can be agreed upon (Weeks, 1992). Step seven – Develop â€Å"Doables†: the Stepping-stones to Action Doables are the necessary stepping-stones taken along the way to resolve conflict. Doables are explicit acts that stand a good possibility of success, meet some individual and shared need, and depend on positive power, usually shared power to be carried out. Working on and accomplishing some doables can help the conflict partners see more clearly where they need to go. Many conflict partners have changed their preconceived definitions of both the conflict itself and the expected outcome due to the lessons learned and clarified perceptions through working with doables (Weeks, 1992) Step eight – Make Mutual-Benefit Agreements Mutual-benefit agreements are the next step on the pathway to conflict resolution. Conflict resolution agreements must be realistic and effective enough to survive and the potential to develop further as challenges arise in the future. Mutual-benefit agreements replace the need or want for demands, see the others needs, shared goals, and establish a standard wherein power is identified as positive mutual action through which differences can be dealt with constructively (Weeks, 1992). Conclusion Conflict is an unavoidable aspect of everyday life whether it is with family, teachers, students, friends, or an organization. The best approach to resolving conflict is interest reconciliation. It joins both parties of the dispute to find the best solution. In so doing, all parties win. People respond to conflict in three ways emotional (feelings), cognitive (thinking), and physical (behavior). All are important to the conflict experience. They allow a better awareness to best furnish a solution to the situation. An important tactic to conflict resolution is to develop persuasion skills with the ability to clearly explain one’s point of view and to argue for their conclusions and convictions. Week’s Eight-Step Process is a valuable tool in helping people to become more strategic about resolving conflict. References Borisoff, D., and D. A. Victor., (1997). Conflict management: A communication skills approach, 2nd ed. Boston: Allyn and Bacon. Conflict, (n.d.). In Merriam-Webster’s online dictionary Retrieved from http://www.merriam-webster.com/dictionary/conflict Coser, L. A. 1967. Continuities in the study of social conflict. New York: Free Press. Dana, D. (2001). Conflict resolution. New York: Mcgraw-Hill. Fry, D. P., and Bjorkqvist K., (1997). Cultural variation in conflict resolution. Mahwah, N. J.: Lawrence Erlbaum Associates. Hathaway, W., (1995). A new way of viewing dispute resolution training. Mediation Quarterly, 13(1), 37-45. doi:10.1002/crq.3900130105 Kolb, D. M., & Putnam, L. L. (1992). The Multiple Faces of Conflict in Organizations. Journal of Organizational Behavior, (3), 311. doi:10.2307/2488478 Pondy, L. R. (1992). Reflections on organizational conflict. Journal of Organizational Behavior, 13(3), 257-261. Volkema, R. J., and Bergmann T. J., (1989). Interpersonal conflict at work: an analysis of behavioral responses. Human Relations 42: 757-770. Weeks, D. (1992). The eight essential steps to conflict resolution: preserving relationships at work, at home, and in the community. Los Angeles, J.P. Tarcher; New York: Distributed by St. Martin’s Press Wilmot, W. W. (1995). Relational communication. New York: McGraw-Hill. Yarbrough, E., and Wilmot W., (1995). Artful mediation: Constructive conflict at work. Boulder, Colo.: Cairns Publishing.

Finding the Ratio of Mole of Reactants in a Chemical Reaction

Title: Finding the Ratio of Mole of Reactants in a Chemical Reaction Purpose of Lab: To find the coefficients of two chemical reactants that appears in a balanced chemical equation using the continuous variations method. Pre Lab Questions: 1. 2AgNO3(aq) + K2CrO4(aq) > 2KNO3(aq) + Ag2CrO4(s) 2. There is enough to make a valid conclusion because, on the graph, one can clearly see that the two lines intersect. Thus, one can also determine the mole ratio. The mole ratio is approximately 2:1 (AgNO? to K? Cr? ). Procedure: 1.Obtain 175mL of the bleach solution in a clean 400mL beaker and 175mL of Solution B in another beaker. 2. Measure the temperature of both solutions and record. The solutions should be the same temperature. If they are not, you will need to make a correction for the temperature difference. 3. Using a clean 10mL graduated cylinder, measure 5. 0m: of NaClO and pour the solution into a Styrofoam cup. Using a clean 50mL graduated cylinder, measure 45. 0mL of Solution B and add this to the Styrofoam cup. 4. Stir with a thermometer, and record the maximum temperature reached of the final solution in your data table. . Pour the solution out, rinse the cup and thermometer, and repeat steps 1-4 using a different ratio of the two substances, always keeping the volume at 50. 0mL. 6. Continue testing various ratios until you have at least three measurements on each side of the one that gave the greatest temperature difference. 7. Plot your data on a graph, ? T ? vs. Reactant volume (mL). 8. Draw two best fit straight lines, and determine where they intersect. Be sure to include the points at the 0:50mL and 50:0mL rations. If at any points do not fall close to the lines, repeat these measurements.Find the stoichiometric mole ration of reactants from the line of intersection on the graph. Data: Initial Temp of both: 23. 5? Na2SO3 (mL)| NaClO(mL)| Max. Temp. (? )| 45. 0mL| 5. 0mL| 28. 9? | 5. 0mL| 45. 0mL| 27. 5? | 25. 0mL| 25. 0mL| 42. 3? | 40. 0mL| 10. 0mL| 33 . 4? | 10. 0mL| 40. 0mL| 30. 9? | 30. 0mL| 20. 0mL| 43. 5? | 20. 0mL| 30. 0mL| 38. 6? | Conclusion: In this lab we found the coefficients of two chemical reactants that appeared in a balanced chemical equation using the continuous variations method. The mole ratio turned out to be 1:1.One can be able to find the correct mole ratio after plotting the results on a graph that showed the trend of change in temperature. Theory: The theory of this experiment was continuous variation because it gives the stoichiometric ratios for the correct chemical equation if one does them correctly. Error Analysis: Instead of keeping just one initial temperature for all the tests, to make it more accurate, we could have measured the initial temperature of the solutions before each reaction. The exactness of the thermometer could have altered our results. Related essay: Measuring Reaction Rate Using Volume of Gas Produced LabAlso, there was an error in measuring the reactants using graduated cylinders. This most likely happened because graduated cylinders are not the most accurate way to measure a liquid. Post Lab Questions: 1. Different temperature changes occur when mixing different volumes of the two reactants. The experiment was made so the volume of solution and the total number of moles of reactants was a constant for all of  experiments, since temperature change was directly proportional to the amount of reactants. Therefore, the optimum ratio is the ratio of the volume of reactants.It consumed the greatest amount of reactants, formed the greatest amount of products, and generated the most heat and maximum temperature change 2. A constant volume of reactants must be kept in all trials so that the subsequent changes in temperature can be compared. They are proportional to the amount of reactants consumed in the reaction. 3. Ye s. The concentrations of  the two solutions must be the same in order for the stoichiometric mole ratio of the reactants to be accurate after the results of the trial are graphed because molar  concentration is moles of solute divided by liter of solution. . A limiting reagent is reactants in a chemical reaction that will be completely gone before all other reactants in the reaction are used up. This will also cause the reaction to stop. 5. Both measurements limit the precision of the data. The measurement of temperature limits the precision of the data to 3 significant figures. The thermometer used was able to be read to the tenths of a degree. On the other hand, the measurement of  volume limits the precision of the data to 2 significant figures.The graduated cylinders used, only could measure volume to the nearest mL and anything after that was an estimate. 6. The limiting reagent along the upward sloping line of the graph is Na? SO?. The limiting reagent along the downward slope line is NaClO. 7. Other physical properties that could be used in the method of continuous variation, besides temperature change, could be color change, the mass of a precipitate that forms, and/or the volume of a gas produced. 8.It is more accurate to use the point of intersection of the two lines to find the mole ratio rather than the ratio associated with the greater temperature change because one most likely did not use the exact mole ratio. Thus, the point of intersection is a more likely an average. Also, the maximum amount of each reactant might not have been used to get the highest temperature; the highest temp wouldn't necessarily have the highest mole to more ratios. 9. The average of the temperatures would be used as the initial temperature.Graph: Calculations: The intersection point was at approximately 28. 6 mL Na? SO3? and 21. 4 mL NaClO. Moles Na? SO3? = 0. 5 M(. 0286 L) = . 0143 moles Na? SO3? Moles NaClO = 0. 5 M(. 0214 L) = . 0107 moles NaClO .0143 moles Na? SO3? /. 0107 = 1. 34 moles Na? SO3? which rounds to the nearest whole number, 1 . 0107 moles NaClO/. 0107 = 1 mole NaClO The stoichiometric mole ratio is 1:1 for the reactants. The actual stoichiometric mole ratio for the reaction is 1:1.

Child Protection Services Essay Example | Topics and Well Written Essays - 750 words

Child Protection Services - Essay Example By 1926, nearly 18 states have developed their own versions of child welfare boards that were charged with the responsibility of coordination of private and public child0-related work. New Jersey joined the Child Service and protection bandwagon in 1974 when several states passed the child Abuse Prevention and Treatment Act (CAPTA) that allowed for federal funding for children protection services (Department of Children and Families, 2014). The child protection services in New Jersey fall under the jurisdiction of the State’s Department of Children and Families. Formerly referred to as the division of youth and family services (DYFS), child protective services department of New Jersey is the state agency that is concerned with protecting children and their welfare. The DCF was created in 2006 as the State’s first cabinet agency that was bestowed to ptrotect the most vulnerable children and families within the state. They ensure the safety and permanency, as well as the well-being of children. They strive to achieve this by providing support to the families. While it is the constitutional right for parents to raise their children without the interference the state, the state of New Jersey can interfere with this constitutional right in the event that a child is under serious physical, emotional or psychological harm as a result of a parent’s actions or omission. Since the inception of the Child Protection and Permanency services, the department has been tasked with investigating various allegations that involve cases of child abuse or neglect. They also have a mandate to arrange for the protection of the child, as well as for the treatment of the family. The department has undergone numerous changes in a bid to improve the quality of their services. For instance, the department recently initiated a rapid response initiative that oversaw the implementation of a child abuse hotline service.

How much of the United Kingdom's energy needs could be covered by Essay

How much of the United Kingdom's energy needs could be covered by renewable energy sources in 25 years - Essay Example Renewable energy is energy that relies on sources and natural energy flow from the environment, which never run out because of continuous replenishment. UK has the world’s largest resources for renewable energy such as wind, tides, waves, and therefore, it is in a good position when it comes to natural energy resources. Shifting to renewable energy is not only essential for stopping fossil energy imports, but it will also create an avenue for exporting natural based energy to other countries with limited supply of natural energy. In addition, increasing focus on environmentally friendly energy also prompts UK to switch to renewable energy sources. This aims at limiting the effects of climate change, and protecting environment from degradation, thus, preserving it for the generations to come. The success of venturing into renewable energy depends on environmental economic and political factors. Overview of Renewable Energy Sources in the United Kingdom Renewable energy currentl y supplies a significant of part of the UK’s energy demands. ... be because renewable energy sources are expensive, for example, the Energy Minister himself, George Eustice, recently made a comment saying solar and wind power subsidies are too high to benefit consumers (Mason, 2013). This among other challenges is preventing renewable energy sources become the primary source of energy production. Plans are underway to attain a 30 percent target of renewable energy by 2020 in the United Kingdom, which is quite achievable given the advancements in technology and rich sources of renewable energy. Below are the primary sources of renewable energy in the United Kingdom and there sources of application. Wind Power Wind power is energy generated using wind turbines fixed in the windy regions especially the countryside. The amount of wind power therefore depends on the availability of acceptable sites. Currently, winds turbines are set up in several places including Wales, Scotland, Yorkshire, and Cornwall. The primary application of wind power is the gen eration of wind related electricity, in which it currently provides for 20% of electricity requirements in the country. In 2010, there were a number of significant wind related projects in the UK with Sands, Gunfleet, Thanet and Robin Rigg, which are offshore wind farms. As a result, this saw a 1.1 GW power capacity from the new wind, which is a 3% increase compared to 2009 data (Gifford, 2012). Furthermore, offshore installations increased to 230% with 653 MW though with 503W it reduced by 38%. Similarly, 2013 has seen great improvements recording 10GW by mid-2013, and UK being the eighth largest producer of wind power in the world, there is great expectation of growth with respect to its wind power capacity (DUKES, 2013). Furthermore, current estimates stands at 2 GW increase in wind

Portfolio Essay Example | Topics and Well Written Essays - 2500 words - 2

Portfolio - Essay Example When the fundamentals are portrayed to be poor, not only does it indicate a poor investment opportunity, but it also hinders the growth of the industry. It is usually a bad image and information to the insurance clients if they realize that their insurance company is not in good financial position to pay them, if it is faced with a huge number of claims. Taking a look at the current performance of the insurance industry, it is hard to predict the position that insurance companies will occupy in future. Even an insurance company is successful in the present period does not guarantee success in future. Some of the reasons leading to future uncertainties of insurance industry include customer experience. For instance, if the insurance company does not offer products desired by the customer, then him or her will automatically go elsewhere searching for the same product. it is thus important for insurance companies to find issues affecting their clients and come up with appropriate ways of responding to the identified issues. Basing on the present characteristics of customers, it is apparent that the future customer will be at the center stage in shaping the system of life insurance. Available researches have revealed that the new customer is not ready to buy products unless he has full information of it. In addition, future customers will not have time to interact with agents or having a conversation with them. Many future customers will be interested in finding out facts about life insurance and not just talking to agents. In spite of the fact that agents are very helpful through provision of information to the insured, future customers will mostly avoid speaking to the agents and instead find out facts about products offered by various insurance companies on their own. Thus future customers will be mostly relying on their personal research so as to vet insurance companies and their respective policies. Therefore, insurance