Inequality, Hate Groups, and Tolerance Paper Essay

Inequality, Hate Groups, and Tolerance Paper - Essay Example (d) Hate is irrevocably linked to violence. Hate group members are not illiterate, but are well read, well organized, ruthless and armed, and coordinate their acts with like-minded partners. The ‘fourteen words’ are remarkable in their psychological appeal to instincts of survival and protection of children. 3 (a) Alex Curtis, based in San Diego, is one of today’s most influential white supremacists. He has effectively harnessed the media, through his website, e-mail lists, telephone hotlines and magazine, to disseminate his message of violent hatred of minorities. His group stands for the employment of any means to foster hate and violence against Jews, Blacks and all minorities. (b) Alex Curtis’ group feels that the U.S. Government is a Zion Occupied Government, which is manipulated by the Jews and is actively engaged in the marginalization and elimination of white Anglo-Saxons. The origin of White Power Music was marked by violent conflicts among extremists, the most high-profile one being the one between Swedish Nordland and British Ragnarock. In 1997-98 the industry was curtailed by Government actions in the U.S., Britain and Europe. The industry has reorganized and its’ message of violent racism is spreading its’ tentacles all over the world. There is growing cooperation among the leading players, who are (1) William Pierce: leader of the U.S. Nationalist Alliance and the owner of Resistance Records. (2) National Socialist Black Metal: anti-Christian, racist, Skinhead music (3) Hammerskin Nation: premium label for American skinhead bands, extremely violent (4) Blood and Honour: Swedish based, owner of Ragnarock with links to neo-Nazi political parties. (f) Stormfront is the oldest hate website, whose webmaster is Don Black, a former member of the Ku Klux Klan. Its’ philosophy of white supremacist beliefs considers Jews, Blacks and other minorities to

Stereotypes of African Americans in Television Essay Example for Free

Stereotypes of African Americans in Television Essay Stereotypes of African Americans have been around since slavery. Once media got involved it was able to give society a visual as to how other races portrayed them. With television, it’s becoming more and more vivid of how bad the stereotyping is getting. Now a day’s some writers of these shows and try to hide the racial remarks, while others are blunt with it and receive no type of punishment for their actions. You do have some sitcoms that will shine a positive light on the African American community, but these shows never last long. The gatekeepers do not want to put a positive image in your head they want you feel a certain way so therefore they come up with shows like Family Guy and South Park that say racial remarks, but it’s in a subliminal message. The first television was invented in 1927, but it took 33 years before an African American actress and actor would be seen on it. The first sitcom was debut in 1950, and it was Beulah. It was based on a white family whose housekeeper was black and overweight. The show was cancelled because the NAACP didn’t like the negative message it was sending to America. The first sitcom to be influential for African Americans was the Nat King Cole Show in 1956. This paved the way for show like The Bill Cosby Show, A Different World, The Fresh Prince of Bel Air, and In Living Color, which are still successful today. Donald Bogle’s Primetime Blues, explains the role that African Americans have portrayed all these year in television. Each chapter is broken up into decades and tells the role they have played and how television has mirrored the society’s attitude towards African Americans and other blacks. He describes how regardless of the role an African American plays whether they are a lawyer, doctor, cop, drug dealer, or working on wall street you are still an unknown real person. This has a physical affect on the African American growing up and they don’t realize it. With the help from internet sources and books such as Family Life in Black America, Black Families and The Medium of Television, Racism, Sexism, and the Media, Prime Time Blues I will prove that television has and it still is portraying African Americans in a negative light.

Homeostasis Of Skeletal And Muscular Systems

Homeostasis Of Skeletal And Muscular Systems Living cells of plants and animals are only able to survive under a narrow range of certain conditions that include nutrient availability, pH concentration, temperature, ion concentration among other factors. The human body, usually called inner environment has to time and again adapt to the outside environment which is ever experiencing weather changes and great climate diversification that occurs from one hour to another, one day to another day and from one season to another. It is in this respect that human beings have to device physiological mechanisms in order to survive because any inability by the human body to adjust to these changes leads to either diseases or to death. Human beings for example can only survive under a narrow range of pH values of 7.35 and 7.45.Any value below these results to a situation called acidosis whereas any excess of this causes a situation called alkalosis. It is of paramount importance to note that either condition is as life threatening as the ot her. Likewise, the normal body temperature of 37.2 to 37.7 degrees Celsius has to be equally maintained to ensure survival of a living organism. Any deviation from these results to a condition called hypothermia (if the core body temperature goes below 33 degrees Celsius or 91 degrees Fahrenheit) or hyperthermia (if the core body temperature goes above 42 degrees Celsius or 108 degrees Fahrenheit) This is done through the process called Homeostasis. Homeostasis is the tendency of a system of a living organism, either closed or open, to regulate an internal environment while maintaining a constant and stable condition. Homeostasis is made possible through multiple dynamic equilibrium adjustment and regulation mechanism and not a stable equilibrium as such. This is because internal body conditions are never absolutely stable but varies within a narrow range of average commonly referred to as set point. Several body systems are involved in the process of homeostatic regulation. The Nervous system is in charge of controlling other body parts by sending an electrochemical signal to the brain whenever there is any change from optimum levels. The brain then corresponds by sending the required stimulus to the respective body organ. The Circulatory system, made up of arteries and veins, maintains this balance through the circulation of blood to all other body parts. Through capillaries , an exchange of nutrients in each cell is initiated. This system also enhances the transportation of toxic excretory wastes and other liquid material to the excretory organs. Through lymphatic vessels, the Lymphatic system is involved in homeostasis by collecting excess tissue fluids and taking them back to the veins. The Endocrine system, the main regulator of this process of homeostasis, on the other hand contains hormones (chemical messengers) that keeps circulating throughout the blood stream and acts on the respective target organs. As much as the Endocrine system cannot work without coordinating with the Nervous system, its effects as long lasting even thou they are slow. The process of Homeostatic regulation takes place under a mechanism called feedback. This feedback can either be negative-to ensure stability or positive-to enhance a rapid change. A negative mechanism loop is where a body senses a change in the internal environment and activates methods to negate, reverse or counter that change. A very relevant example of negative mechanism is the process of temperature regulation. A rise in blood temperatures is sensed by specialized neurons located in the hypothalamus found in the brain. This is then signaled to other nerve centers which in turn relay them to the blood vessels of the skin. The dilation of the blood vessels pushes the blood to flow closer to the body surface and excess heat is radiated from the body. If this does not cool the body back to the set point, sweating is activated by the brain. A strong cooling effect is thus felt on the skin due to evaporation of sweat. In the event that the body temperatures fall too low, the same hypo thalamus senses this and signals this to the cutaneous arteries (that supply the skin with blood) to perform an action called constriction. Deeper retention of warm blood in the body is initiated thus less heat is lost from the body surface. If this effect is inadequate, the brain likewise activities the act of shivering and in the course of shivering, each muscle tremor releases heat energy to return the body back to the set point of 37 degrees Celsius. The second mechanism of homeostasis, a counterpart to the negative feedback loop is that of positive feedback and rapid change. In this positive feedback loop mechanism, once the body is able to sense a change, it activates a mechanism to either accelerate or increase that change. As much as this mechanism aids in homeostasis, it mostly produces opposite results and can be life threatening or fatal. A good example of a beneficial positive feedback is exhibited in the process of blood clotting where an enzyme that is used to form the matrix of blood clot thrombin in the complex biochemical pathway is catalyzed thus the process is speeded up. Another beneficial positive feedback is seen in the process of childbirth where the secretion of hormone oxytocin is triggered by the stretching of uterus and this enhances uterine contraction that speeds up labor. Similarly, a beneficial positive feedback is experienced in the process of protein digestion where secretion of hydrochloric acid and enzyme pepsin is initiated by the presence of partially digested protein particles that once digestion begins, it becomes a process that is self-accelerating. However, this mechanism has more harmful and more potential fatal consequences that often results to rapid loss of internal stability. The death of a small area of a heart tissue for example triggers myocardial infarction, a kind of heart attack, because the heart is not able to pump an adequate amount of blood hence the heart itself is deprived of blood and more tissues begins to die. In many cases, this leads to rapid cardiac mal-functioning leading to death. It is therefore important to bear in mind that many deaths that occur are as a result of positive feedback loop. However both the skeletal and the muscular systems work hand in hand in the process of homeostatic regulation in a combined system otherwise known as the muscular skeletal system or rather musculoskeletal system. This system consists of the bones and joints- skeletal system and voluntary or striated muscles-skeletal muscle system. Skeletal muscle fibers contain numerous nucleuses on each cell and the cell nuclei are found beneath the plasma membrane of the skin. Both the skeletal and the muscular systems work together in the process of performing basic and essential functions necessary for life that includes protection (of the brain and other internal organs), supportive services of maintaining an upright posture, blood cell formation in a process called hematopoesis, storage of minerals and fats among other minor duties like leverage that involves magnifying movement or force speed. Musculoskeletal system comprises of five major tissues that include bones, tendons, ligaments cartila ge and skeletal muscles. The ligaments are the tissues on which one bone is attached to another bone. Cartilages are protective and gel-like substances that line interveterbral discs and joints while tendons usually attach muscles to bones. Each of these tissues has four connective blocks that build tissues. They include fibroblasts, collagen, elastic fibers and proteoglycans. Fibroblasts are the mother of all these other connective tissues as it is the one that produces them. Collagens are the principal proteins that are long and thin and are organized into various intertwining fibers to form strong ones that do not stretch. Elastic fibers are found in the walls of arteries whereas proteoglycans are ground substances normally called matrix in which the other connective tissues reside. This combination of functions by both the muscular and skeletal happens mostly when there is a change in both the body pH and the central venous pressure. Active body muscles usually respire and in the process carbon dioxide is produced. The carbon dioxide that is produced dissociates in the blood to produce both hydrogen and carbon ions which have an impact of lowering this pH. Once there is such a decrease in the pH, the chemoreceptors that are centrally located in the brain detect this and induce respiration that accelerates expulsion of the carbon dioxide gas thus maintaining the internal body temperature. The second way in which muscular skeletal homeostasis in the body is evident happens during exercise. Here, more blood is diverted into body muscles as a result of relaxation of arterioles hence a considerable decrease in the volume of blood flowing to the heart. This brings about an impact in the central venous pressure. In order to correct this defect and bring about homeosta sis, the aortic and carotid barroreceptors via the cranial nerves detects this and relays this information in the cardiovascular (medulla) part of the brain. This then lowers the action potential rate in the brain thereby increasing and decreasing the sympathetic and the parasympathetic outputs respectively. The overall result is an increase in not only the inotropy (heart rate) and chronotropy (contractility) but also in vasoconstriction and total peripheral resistance (blood pressure).

Benefits of the WNBA :: Women Sports Essays

Benefits of the WNBA Although Title IX states than, "no person in the United States, on the basis of sex, be excluded from participation in, be denied the benefits of, or be subjected to any discrimination..." it does not guarantee that people will carry this out. After the issuing of Title IX, many women in sports wished to step forward and be recognized. Part of the recognition they wanted was to be included in National Sports Associations like the men's National Basketball Association. Eventually their cries were heard, and sports associations like the NBA agreed to merge and include women. Becoming included was an eye opening experience to many of these women and they have faced (and still do) doubts and discrimination from the public, but along the way they have also reaped benefits they would not have if the merger had never taken place. Title IX was the stepping-stone for mergers and sports, but immediately after the merging took place, women were fully discriminated against. When men and women's sports combined, it opened new administrative positions for women, but what these women found were that they were constantly being pushed down to the bottom of the pile, to the least authoritative positions. Men were the head coaches, and the head of the physical education departments Men organized the teams schedule for the season and organized practice hours. Also, "male sexist attitudes ensured that male rather than female athletic directors and heads of physical education departments were almost automatically appointed to direct merged departments" (Hult p.96) This male over female preference continued right up to today. As of 1992 there are more men in administrative sports positions than women. Women have been playing basketball for over a century before the Women's National Basketball Association came into existence. It was here at Smith College where many women got their first taste of the game. Women were described as having a "masculine performance style... rough and vicious play... worse than in men" (Hult 86). This aggressive playing style had to be modified because the violence and rough-housing that was going on were becoming intolerable. Eventually the Official Women's Basketball Rules were modified in that there was no dribbling allowed on the court at all, players were not allowed to make physical contact with each other and women were not allowed to grab the ball out of another women's hands. Of course over the next century the game evolved, but women's basketball seemed to be submerged under men's basketball.

New York and the Spanish Influenza :: Influenza Epidemics Health Essays

New York and the Spanish Influenza NEW YORK--Although public health officials, including the Surgeon General, have been reluctant to declare an epidemic of crisis proportions, indications that something more than a mild flu season was at hand began to appear as far back as May when reports from China, the Front lines, and other places around the world, were telling of large numbers of people becoming suddenly ill.1 Few deaths were acknowledged in those early reports and most reports indicated the illness only lasted a few days. Five months later we are seeing something that is quite different. Spanish influenza is spreading faster than health care personnel can treat it. The growing number of people being infected and the dwindling supply of doctors and nurses, already strained by the war, makes it more difficult to treat the sick and thereby slow or stop the spread of the disease. The dynamics of the situation suggests that things are going to get worse before getting better. As early as May and June, there were reports of widespread illness amongst the German soldiers, and later reports in July said that the disease struck so quickly and was so virulent that many German soldiers were dying in the trenches from influenza.2 In Berne, Switzerland, the municipality has forbidden all meetings, including performances in theatres, picture houses, music halls, and concerts. The ban also includes religious ceremonies. Those who ignore the order could face fines and imprisonment.3 It was not until August, however, before officials here in the United States, particularly in New York, expressed any real concern for the latest influenza invasion, which incidentally, did not originate in Spain as the name may suggest. The initial cause for alarm in New York was the discovery of nine cases of influenza aboard a Norwegian vessel that had docked at Quarantine in New York Harbor. Dr. Leland E. Cofer, Health Officer of the Port downplayed the chances of more people b ecoming ill or that the disease would spread; however, the concern was great enough amongst health officials that there was talk of imposing a quarantine in New York.4 When discussing the possibility of a quarantine, Colonel J. M. Kennedy, Medical Corps, U.S.A., Chief Surgeon at the New York port of embarkation, indicated he opposed a quarantine because it would clog the harbor and produce delays in sending troops and supplies overseas, and that the influenza here is not at all dangerous, except when pneumonia develops, and even when pneumonia develops, only a few cases are fatal. New York and the Spanish Influenza :: Influenza Epidemics Health Essays New York and the Spanish Influenza NEW YORK--Although public health officials, including the Surgeon General, have been reluctant to declare an epidemic of crisis proportions, indications that something more than a mild flu season was at hand began to appear as far back as May when reports from China, the Front lines, and other places around the world, were telling of large numbers of people becoming suddenly ill.1 Few deaths were acknowledged in those early reports and most reports indicated the illness only lasted a few days. Five months later we are seeing something that is quite different. Spanish influenza is spreading faster than health care personnel can treat it. The growing number of people being infected and the dwindling supply of doctors and nurses, already strained by the war, makes it more difficult to treat the sick and thereby slow or stop the spread of the disease. The dynamics of the situation suggests that things are going to get worse before getting better. As early as May and June, there were reports of widespread illness amongst the German soldiers, and later reports in July said that the disease struck so quickly and was so virulent that many German soldiers were dying in the trenches from influenza.2 In Berne, Switzerland, the municipality has forbidden all meetings, including performances in theatres, picture houses, music halls, and concerts. The ban also includes religious ceremonies. Those who ignore the order could face fines and imprisonment.3 It was not until August, however, before officials here in the United States, particularly in New York, expressed any real concern for the latest influenza invasion, which incidentally, did not originate in Spain as the name may suggest. The initial cause for alarm in New York was the discovery of nine cases of influenza aboard a Norwegian vessel that had docked at Quarantine in New York Harbor. Dr. Leland E. Cofer, Health Officer of the Port downplayed the chances of more people b ecoming ill or that the disease would spread; however, the concern was great enough amongst health officials that there was talk of imposing a quarantine in New York.4 When discussing the possibility of a quarantine, Colonel J. M. Kennedy, Medical Corps, U.S.A., Chief Surgeon at the New York port of embarkation, indicated he opposed a quarantine because it would clog the harbor and produce delays in sending troops and supplies overseas, and that the influenza here is not at all dangerous, except when pneumonia develops, and even when pneumonia develops, only a few cases are fatal.

Pros and Cons of No Child Left Behind Act Essay

On January 8, 2002, President Bush signed into law the No Child Left Behind Act of 2001 (NCLB). This law represents his education reform plan and contains changes to the Elementary and Secondary Education Act (ESEA) since it was enacted in 1965. It is asking America’s schools to describe their success in terms of what each student accomplishes. The act contains the President’s four basic education reform principles: stronger accountability for results, especially in reading, increased flexibility and local control, expanded options for parents, and teacher and staff quality. Schools will be held responsible for improving the academic performance of all students, and there will be real consequences for districts and schools that fail to make progress. Within twelve years, all students must perform at a proficient level under their state standards. But, states will set their own standards for each grade–so each state will say how well children should be reading at the end of third grade. Interested parents, families, and taxpayers can look to their state for detailed information about its academic standards. No Child Left Behind combines and simplifies programs, so that schools can get and use federal funding. Schools and teachers will get a boost for more than $4 billion in 2002 that allows schools to promote teacher quality through training and recruitment. Parents with a child enrolled in a school identified as in need of improvement will be able to transfer their child to a better performing public school or public charter school. No Child Left Behind gives districts new flexibility and freedom with Federal funds so children with disabilities can be better served. States will receive the freedom to target up to 50 percent of federal non-Title I dollars under the Act to programs that will have the most positive impact on the students they serve, including students with disabilities. Students will be assessed and assessments must provide for adaptations and accommodations for students with disabilities as defined in the Individuals with Disabilities Education Act (IDEA). Though, there must be a separate measurable annual objectives â€Å"adequate yearly progress† (AYP) for continuous and substantial improvement for the achievement of groups of students, including students with disabilities The purpose of the No Child Left Behind Act is to ensure that all children have a fair, equal, and significant opportunity to obtain a high-quality education and reach, at a minimum, proficiency on challenging State academic achievement standards and state academic assessments. President Bush states, â€Å"every school — every public school in America is a place of high expectations and a place of achievement.† So far, five states have taken the lead in assimilating the requirements of the Act into their current accountability systems and have received approval for their proposed accountability plans from the Department of Education. The states receiving approval are: Colorado, Indiana, Massachusetts, New York, and Ohio. When asking regular education and special education teachers about the No Child Left Behind Act, I realized many did not know much about it. I approached the principal at the school I work at and asked her about it but I received very little information. It was apparent that not many people knew what this act was about; they just knew that it exists. Luckily Anita the assistant to the Director of Special Education returned my phone call and had some more information for me. To Anita this challenges the educational system. As for students with disabilities, it makes the teachers be more responsive and assess special education students. It tries to bring up these students to state standards. She said that it may not be very realistic for students who are mentally retarded and have Learning Disabilities. She states that these students may not even be at the 50th percentile. â€Å"It’s a struggle to get these students to a hire level. Finally, the last thing she said was that thi s act is pushing for kids not to be exempted from testing.

Change Management †the One Right Way Essay

However the offer is often illusory, for particular change approaches usually apply to particular situations, and simple solutions sometimes ignore the complexities of real life. (Stace and Dunphy, 2001, p 5) To utilise a single change approach is to assume that all organisations, all situations and all internal and external variables and influences remain constant. It applies the same logic to all changes without consideration of the many and varied influencing factors. I generally agree with the statement presented by Stace and Dunphy but am interested in the reasons underlying the requirement for simple, easy and fast change interventions. Are managers and change agents lazy and only looking for simple solutions? Does management consider change unimportant? Do management really believe that a single solution is going to work in every case? What is behind this trend? Bold (2011) suggests that change itself is becoming the only constant or ‘business as usual’ in the modern business environment. With technological advancements over the past 10 years, organisation now have the ability to access, collect and process enormous amounts of business data very quickly. This has provided management with the ability to understand the current health of their organisational processes and track against set goals and targets quickly and accurately. Previously, managers may have waited for end of month or end of quarter reporting from all business units to be collated and presented to gain an accurate understanding of the current business position and gauge the results from previous decisions made. Now, when a manager wants to make a change, they want it implemented as soon as possible so they can assess the impact of the change. Due to the high amount of change occurring in modern organisations and management’s requirement for immediate solutions, I believe that pressure is placed onto the change agents to provide solutions, often without the resources or time to perform adequate analysis to plan and implement the best change approach. As Bold (2011) suggested, change is becoming ‘business as usual’ and management may expect change managers to be able to develop a change process (i. e. the one right way), in the way that other parts of the organisation develops other repeatable ‘business as usual’ processes. Corporate competencies for change management constitute the critical capacity that is needed to create a learning organisation which is flexible, dynamic and adaptable in a rapidly changing and volatile environment. (Turner and Crawford 1998) As recent as the 1990’s, research was being undertaken by Romanelli & Tushman (1994) that proposed an alternate viewpoint. Their punctuated equilibrium paradigm argues that relatively long periods of stability (equilibrium) are punctuated by short periods of more radical, revolutionary change. I believe that most organisational change researchers would now agree that this is no longer the case and further progression into the information age has meant that very few industries operate within a long term, stable business operating environment. Although many different change models and approaches have been developed by academics, consultants and practitioners, none has yet to be accepted as a standard that can be used for all change interventions. Bold (2011) argues that there is no right or wrong theory for change management. It is not an exact science. However, through the ongoing research and studies by the industry’s leading experts, a clearer picture of what it takes to lead a change effort effectively will continue to emerge. Andriopoulos & Dawson (2009) agree that in the case of organisational change, there remains considerable debate over the speed, direction and effects of change and on the most appropriate methods and concepts for understanding and explaining change. Kanter, Stein & Jick (1992) found that it would be very difficult for a single solution or approach to meet all the types of changes required and to take into account all of the required aspects as organisations are fluid entities. In an attempt to provide a more broad solution, Stace & Dunphy (2001) proposed a situational approach or framework for change. They argued that there is no single path to successful change implementation that holds true in all situations. This framework however has been criticised by Andriopoulos & Dawson (2009) for neglecting the role of organisational politics and the internal power relationships within organisations as shapers of the organisational change process. Pettigrew (1985) presented a holistic, contextual analysis approach providing a multi-level approach to encapsulate the complexities of change management. Pettigrew argued that strategic change is a continuous process with no clear beginning or end point. However, Buchanan and Boddy (1992) argued that the richness and complexity of the multi-level analysis presented by Pettigrew, while comprehensive, it did little to simplify or clarify the processes of change and thereby rendered the research as largely impenetrable for the organisational practitioner. Change within an organisation is ongoing and involves many variables which are covered by different change models, processes and frameworks. Variables include the type of industry, the geographical location, the organisations size, the style of management leadership, the capability of the people involved, the organisational culture, the local and global economic environment, timing in regard to other events, the organisational structure and many more. This list is not meant to be exhaustive, but demonstrates the length and breadth of variables to be taken into account when assessing and managing change. Senior (2002) argues that the trigger for internal change is often in response to external influences which then links the internal and external drivers for change. Often, the change strategy or mechanism used by an organisation is chosen by the change manager and may not necessarily meet the needs of the organisation. This can lead to the change manager selecting an approach that may have worked before, that they feel comfortable with, or that suits their personality. This may not be however, what the organisation really requires. For example, a change manager may have had previous success utilising a consultative and collaborative approach which would take time to fully consult with all impacted parties while the organisation may actually require a fast, dictatorial type approach due to it losing market share which is putting the very existence of the organisation at risk. Kanter (1983) notes that managers sometimes make strategic choices based on their own area of competence and career payoff. A model of change strategies that seeks to develop our understanding of change processes is unfortunately restricted if it excludes considerations of anything other than management as some sort of ‘black box’ wherein environmental fit is sought. Stace and Dunphy argue that change managers need to develop a varied behaviour repertoire rather than remain fixed on a particular approach to change. They argue the compelling need for in our modern economies to create and build more dynamic and innovative corporations which can compete successfully in global terms. – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – â€⠀œ – – – – – – – – – – – – – Remember that change involves people, is instigated by people and controlled by people. There are many internal and external influences and forces that affect change but the interests of the change agents themselves and their political interests must also be considered. You cannot expect a change manager to ignore their own self-interest when making rational decisions. (Dunford 1990) Stace and Dunphy argue that the critical requirement for longer term viability and success in the corporation of the future is the ongoing development of what is increasingly being referred to as organisational capabilities or corporate competencies. These are capabilities for the flexible initiation of new strategies and environmental responsiveness that reside in the corporation itself rather than only in the capabilities and skills of the individual members. This will allow organisations to respond quicker to changes and effectively make change management part of the organisational culture. Change would then be regarded as ‘business as usual’. Many of the change approach methods, tools and techniques proposed by researchers and practitioners have overlapping ideas and cover a lot of the same ground. Rather than working independently towards defining improvements to existing ideas or new ideas, it may be more beneficial to take a collaborative approach and create an international standard for change or a recognised body of shared knowledge that could be used as a guide for organisational change.