Theory of Reasoned Action free essay sample

According to this theory of reasoned action, two major factor sets will predict your behavioral intention to do something. The first of which is your attitude about doing it and the second is one that influences behavioral intention, is the subjective norm about the behavior. Let me relate these 2 major factor set in my current status at work. Last Saturday, the day before going to the University, I got an email from my teammate that one of theMarketing Analysts that we work with, was looking for a Product Analyst to handle the Value Added Service (VAS) project. After hearing the news and carefully studying the background of the vacancy, I decided that I’m going to apply for this position and would not pass on a great opportunity for a better career. Ashy: Chara , may magreresign daw sa marketing. Chara: Talaga? Malamang may opening dun? Try ko kya.. The conversation above leads an attitude that I want to apply for the vacant position in our Marketing Department. We will write a custom essay sample on Theory of Reasoned Action or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page And since Ashy told me that there will be a vacant position and as Monday comes, I informed mysuperiors regarding my interest and intention to apply to our Marketing department. I was very nervous and anxious on the one-on-one session with my Supervisor and Manager. Chara: Hi Sir! Submitting to you may Letter of Intent going to marketing. Supervisor: Oo Chara Maganda don! Mareregular schedule ka pa! Good luck! We always want the best for our staff kaya hindi kita aawatin. Kapag nagbago isip mo. You’re always welcome! Kapag natanggap ka dyan, just make sure you turn-over all functions and documents properly ha? My conversation with my superior showed that my attitude was to apply for the vacancy and the subjective norm which was strengthening the belief strength of an attitude. The subjective norm that came from my superior comprises of two components. The first one was The normative belief ( He expects me to turn-over my functions properly) and motivation to comply ( My superior showed a positive response for my transfer which in return, I’ll comply to his terms of transferring the function. ) To my surprise, they were very supportive and gave me tips which made me more confident to get the position. Hopefully I’ll get to be interviewed by the receiving Department. I just hope and pray that everything will be place on the right place.

Marketing Change Management How to Influence It [Backed By Science]

Marketing Change Management How to Influence It [Backed By Science] Something is broken. Maybe its your workflow. Maybe its how you collaborate across multiple teams. Maybe its knowing how the content you produce influences ROI. At , we  know  youd like help to get organized and to do that, you might need to pitch to your boss  and to your team. ^^^ So whatever snag youre hitting as you manage your marketing team, chances are something needs to change before it will get better. And the best person to influence  that change for the better is you. So the question becomes how can you do it? It takes some finesse with office relationships, psychology behind change management, and perseverance. Lets explore how you can be the marketing change management mastermind. ;) How To Influence Marketing Change Management [Backed By Science]Get Your Marketing Change Management Timeline Template Use the free spreadsheet that complements this blog post to plan your marketing change management strategy. Youll put everything youll learn throughout this post into a plan you can execute. Youll also get a marketing change management template in Word to help you communicate effectively with your manager, team, and stakeholders. Go ahead. Download fo free now! Step 1: Create The Business Case For Change Yeah, I know what you're thinking. Ugh. But. Creating a doc to have one version of the truth- a reference point for questions- will help you convince your manager and team that change is needed. There are three key points to address in your change management business case doc: #1. Show There Is Need For A Change You feel when you need a change. There is disorganization. There are poor results. There are missing pieces. The best way to prove the need for change is with cold hard facts and brutal honesty. It's impossible to argue against factual information  that informs your stakeholders why the change is necessary. There are a few ways to do this: Data Is what you're doing producing the results you expect? For example, you may be spending a lot of time on trivial projects that don't actually produce repeatable, measurable results. You could measure the hours  you and your team spend on those projects in an average week. Then multiply the time by each employee's hourly wage to understand how much money the company literally spends on projects that do not actually add anything to your bottom line. If you add up those dollar values and multiply by 52, you literally know how much money goes down the drain in a year. You can ask your team to track their time over the course of an average week using a tool like Toggl. Then use the Time Tracking  tab in your change management template spreadsheet that complements this blog post to track the  time + spend on tasks: Think about how much time you spend: Switching in and out of tools not designed for the specific purpose you're using them for. Making edits to  content that won't actually make a difference in the end results it will produce (shooting for perfection is extremely expensive). Getting approval after you create content (then reworking nearly everything). With very simple math, you can demonstrate how expensive these activities are, thus showing the need for change. Pro Tip: You can also use this method to show what you could be doing with your time that would generate bigger results. So, let's say you find that  logging in and out of multiple tools + disorganization sucks up 4 hours of your week. Is that the same amount of time it would take you to write a blog post? There is proof: When we find a tool that is designed to help  my team be more productive, we will write more blog posts which are proven to help us grow the business. Another data example involves analyzing the success  of your best-performing content. What if you focused more time  shipping new projects that are similar to your existing top-performers? From experience, I can tell you that you don't need to publish more content,  but the same amount of the right content. And you could boost your results by 9,360%. No joke. Here is how to calculate this quickly, but read this for an exhaustive, in-depth guide: Set up goal tracking in Google Analytics and create a custom report to easily view the content that contributes to those goals. Here are in-depth instructions to help you do this in 5 minutes or less. Create a list of the last 30 pieces you published  that are at least 30 days old. Use the Content Grading tab in your change management template to do this. Write down the amount each piece has contributed to your goal by using the Google Analytics custom report. To make this an even fight for each piece, I like to collect data from the first 30 days after publish, so every piece has an equal amount of time to contribute to your goal. Sort your content  by your goal, peruse through those top-performing pieces, and write down the qualities you see repeated over and over. For example, at , the qualities we saw repeated over and over again were an interesting topic, well-researched and factual, comprehensive + actionable, keyword-driven, and optimized to convert traffic into email subscribers. Find the average goal contribution from every piece in your sample. If you continue status quo, this  is what you will continue to produce. Then  find the average contribution from your top 10 pieces. It's way higher, right!? Now you know if you publish the same amount of content, and simply match the qualities from your top-performers, you will boost your results. ^^^ And there you have it. Proof that you need to pivot to increase your team's performance. Examples where this method may work best for demonstrating the need for change: You don't currently have a way to measure how what you're doing is working. You  hypothesize  that doing more (or less) of something will produce better results. Bureaucracy has you doing the same old thing because... "We've always done it this way." You want to create new content initiatives and need to prove that they'd be well worth your time. Examples You might not have content that exists to help you prove you need to do more of what's already working. That's where examples come into play. Examples are also proof, or evidence, of a need for change. You can: Demonstrate a broken internal process by showing the inefficiencies of your current workflow. Again, inefficiency is expensive, and you could back this up with numbers using the process above. Examples: Workflows, approval processes, collaborating across multiple teams. Show an interesting use case with the new marketing idea from any other company. Then connect the dots to how you could do it for your business. Researching the data behind this makes your change management business case that much stronger. Example: You believe a blog would be great for your business, but you know there will be some resistance. Find examples of successful businesses that have built their credibility with a blog and are now multi-million dollar enterprises. Show how your competition is doing something amazing, but you don't have a presence in that area. This appeals to the fear of missing out, or FOMO. Example: You  know  your audience uses Instagram and would like to have a presence, but you're hitting some resistance. Find  examples of your competition engaging with your audience on that channel as proof that your audience indeed uses that network to communicate with brands they love. Industry Trends If there is one thing that's constant, it's change. Especially in the marketing industry: New technology, new channels, and new ideas are ever-evolving. This is similar to examples, but you can: Cite credible industry publications that cover new changes. Look for the why behind this: Why should you use the new tool, social media channel, or new content idea? Look for case studies that demonstrate the value of the trend. Has anyone (even outside of your niche) published a piece that shows percentage increases or demonstrates what you'll get out of the new idea? You'll note, I led this section with more  examples of finding your own real data to prove why you need to change. Using your data as much as possible builds the strongest case for the change you'd like to implement. It's hard to argue with your facts versus how others have been successful. #2.  Show How You Will Thrive After The Change You've  shown evidence that suggests change is necessary. Now it's time to demonstrate the benefits behind making the change. An easy way to think about this, is with a simple framework: When  we {do this}, we will {get this}. Note when there. When demonstrates an inevitability whereas if is only possible. Let's look at an example here, using examples and data to prove the need for change + backing up how implementing that change will help you produce bigger results. The example is a broken process. I hear from marketing supervisors all the time that disorganized process and "herding cats" sucks the most time away from their days, preventing them from focusing on the strategic work that would generate bigger results. To prove the need for change, you: Lay out the example of what the existing workflow looks like. Leave no stone unturned: Every step, every person involved, every tool, every point of communication, and especially the parts that are broken. For you, this could be writing a white paper. The workflow  involves: Email: Gather the idea from the sales manager. Email: Determine who the subject matter expert is with the sales manager. Meeting: Interview  with the sales team member who is a subject matter expert on the topic to gather the story. Email: Hound the sales team member to provide  stats + facts to support the claims you'll make in the white paper. Google Docs: Write the "What's in it for me?" and outline. Email: Peer review the outline with the subject matter expert. Google Docs: Write the first draft. Email: Gather feedback on the first draft from the subject matter expert. Google Docs: Implement the feedback from the subject matter expert into the white paper. Email: Gather further feedback from the subject matter expert. InDesign: Design the white paper. Email: Gather further feedback from the subject matter expert. InDesign: Implement changes from subject matter expert. Email: Get approval from the sales manager. InDesign: Implement changes from sales manager. Email: Get approval from your manager. InDesign: Implement changes from your manager. Email: Give final draft to sales manager and your manager to distribute to internal staff. ^^ If that even looks remotely like your workflow, there is definitely a better way. Recommended Reading: How to Boost a Marketing Workflow Process That Will Reduce Work By 30-50% By showing something like this, you demonstrate the problem. Now you can show off the solution. When we cut several unnecessary approval steps, we will save my team 5  hours of productivity time every week. That's the same amount of time it takes to write a brand new white paper, which is proven to generate 150 marketing qualified leads when we write it like our top-performing white papers. Therefore, when  we don't change, we are literally wasting time on a broken process rather than focusing our time on generating bigger results. Here's how. Weekly Meeting: Gather the story  from the sales manager and subject matter expert with clear action items for sales to provide stats on time saved from our solution + percentage increase on their desired goal by the end of the week. Google Docs (integrated into ): Write the "What's in it for me?" and outline. : Peer review the outline with the subject matter expert. Google Docs: Write the first draft. : Gather feedback on the first draft from the subject matter expert. InDesign: Design the white paper. : Get approval from the sales manager + your manager. InDesign: Implement changes from sales manager + your manager. : Give final draft to sales manager and your manager to distribute to internal staff. ^^^ You just literally cut the amount of work in half, not to mention eliminating endless email strings that are super easy to miss. Cut your work in half and eliminate endless email strings.Now you can track how long it would take for each step from the existing process and subtract the time saved from your new process. So all 18 tasks minus the 9 you removed would be the equivalent of 5 hours in this example. This doesn't even take into account the feeling of being organized, which everyone involved in the process will also love! #3. Show The Roadmap To Get There It's one thing to know what you need to do. Now you need to lay out the plan to implement the change. Humans are naturally adverse to change, so the odds are this will not happen over night. In fact, if you've been following an old process for a long period of time, it may take up to 21 days to help your team members build new  habits. Therefore, your roadmap to onboard your team members to learn this new behavior should span several weeks. In this time period, you will want to literally  lay out your game plan schedule of what you'll do to  make the change stick. Pre-rollout: Gather the data, examples, and industry trends demonstrating the need for change. Pre-rollout: Create your timeline for implementing the change. Pre-rollout: Script the questions, roadblocks, and objections that have potential to mitigate change. Pre-rollout: Discuss the forces driving change, timeline, and scripts with your manager. Day 1:  All hands kickoff meeting. Your itinerary should cover the three things you've been learning about: The problem (what's wrong), the solution  (why this change is necessary now), and the roadmap you're creating at this moment. You should also leave time for questions + answers (more on this to come). Day 2: Implement your team's initial feedback into the new solution. Day 3: Show  your team that you took their advice and enhanced the new solution. Day 4: Remind your team to use the new solution. Day 5: Retro and iterate. Weekend Day 8: Ask your team informally how things are going. Instant message could work well. This  reminds  everyone (especially your most quiet team members) that they have a voice in the change process. Day 9: Implement the feedback into your process, and remind the team to use it and not retrogress to old behavior. Day 10: Day 11: Day 12:  Retro and iterate. Weekend Day 15: Again, ask your team informally how things are going, and look for feedback. Day 16:  Implement the feedback into your process, and remind the team to use it and not retrogress to old behavior. Day 17: Day 18: Day 19:  Retro and iterate. Weekend You can map out your game plan in , too, using  a Marketing Project. When you decide to use , everyone will see everything you're working on in one place... so why not add this into , too? ;) Step 2: Be Prepared + Proactive For Any Situation Bill Walsh was the head coach of the San Francisco 49ers, and helped turn a losing football team into one of the best, winning three Super Bowls. ^^ Talk about change management. Walsh is known for planning  his plays for every scenario. He carefully planned exactly what play would work for specific situations like being 30 yards from the end zone with only 5 seconds on the clock. He's known for having planned the first several  plays of the game whether the 49ers were kicking or receiving. In short, Bill Walsh  planned his work, then worked his plan. He called this practice scripting. And it's a great  framework you can apply to your change management, too: Scripting allowed me to take randomness and stress out of the decision-making process. The result is a very adaptable but intelligent  plan for the future. - Bill Walsh Anticipate Questions Uncertainty avoidance is the psychological term used to describe a specific society's tolerance for ambiguity. While this term is generally used to describe  larger cultures as a whole, your team and business have a culture within them, too. And the main idea here is that people like process, rules, and the same-old-same-old because it's familiar, easy to remember, and they already have habits that literally help them do the work with less thought and effort than taking on something new. Knowing this, you can plan on the questions your team will ask as you make the change. This is your script for an FAQ (or frequently asked questions) for your team. Simply take 30 minutes to brainstorm all of the questions your team may ask, then write down the answers: Why this change? Why now? What do you expect from me now? How will we collaborate now? What aren't we doing anymore? What new things are we doing? How should I voice my feedback? The point here is to think through the most common questions you can realistically expect your team and stakeholders to ask you, so you have all the answers prepared in advance. You can use the change management Word doc template that complements this blog post to help you get started. Recommended Reading: The Best 30 Minute Content Marketing Brainstorming Process Anticipate Roadblocks Again, change is often difficult for people to accept. Most people are satisfied with status quo, in other words, doing exactly what they're doing now. Back in 1947, psychologist Kurt Lewin researched this phenomenon and came up with the force field analysis. Essentially, there are forces driving change while other forces restrain change, which makes it most comfortable for people to stay in the status quo. You are the force driving change within your organization. So you should prepare for how you'll address  the forces resisting change: How will you phase out old, outdated tools you no longer need to use? What does the timeline look like? How will you onboard your team members to use the new tools as you expect?  What does the timeline look like? How do you take into account everything else on your team's plate and the time it takes to learn new skills (100 hours per person)? What will you do if a team member does not adopt the new process from the get-go? What will you do if a team member tries the new process for a day, then regresses to their former behavior? How will you handle team members who actively fight against the new process and try to get other team members on their side? How will you agilely  learn from your success and mistakes as your team implements change? Like your FAQ, think through and script  the answers to these questions. When- or if- the situation arises, you've planned exactly how to get your change strategy back on track. Here's how to keep your #marketing change management strategy on track.Anticipate  Objections Your own team may fight for the status quo without really knowing why. This could be a force resisting change, or  once again, a few more scenarios to script for: I don't think this will work. I don't like the new process. This is taking even more time than before the change. We can't remove those steps from our workflow because of {insert excuse}. Change  is an emotional beast. The best thing to do, according to change management pros, is to address these concerns with factual evidence backing up the need for change. Step 3: Get Your Manager On Board Those same change management pros suggest change is best instituted from the top-down. Change is best instituted from the top-down.So once you have your game plan, it's probably time to loop in your manager to get her on the same page as you (and to have your back if the forces of resistance  get in the way of the forces driving change). Set up an hourlong meeting your manager with the following agenda: 10  minutes: Explain the existing problem. 10 minutes: Show the evidence that the problem is a big one. 10 minutes: Show the  roadmap  you'll use to implement the change. 10 minutes: Show your proactive planning to address the forces of resistance. 10 minutes: Chat through how you'll communicate the change with your team (and get their feedback), next steps, concerns, and when you will roll out the change. 10 minutes: Lay out your action items to work through after the meeting is over. ^^^ Those sections might feel  a little long, but the point is for this to be a working meeting. Let your manager ask questions throughout, and show up ready to take notes so you can improve your marketing change management strategy based on her feedback. What If Your Manager Doesn't Like The Suggested Change? This is where  you can use questions as a framework to understand how you can improve your pitch (or at least understand what the heck your manager is thinking): Why {do you believe that}? How {might you suggest I do that}? If you're way off, schedule a second meeting with your manager (with the same agenda) to show her how you  took her advice and will implement it in your strategy. Recommended Reading: 30 Marketing Plan Samples And Everything You Need to Include In Your Strategy Step 4: Involve The Team Early On No one really likes to be told what to do. On the other hand, involving your team members early and helping them help you make the change decisions makes them feel like they made them in the first place. In their book, Sprint: How To Solve Big Problems And Test New Ideas In Just Five Days, authors Jake Knapp, John Zeratsky, and Braden Kowitz suggest: By asking people for their input early in the process, you help them feel invested in the outcome. Later, when you begin executing your successful solutions, the experts you brought in will probably be among your biggest supporters. So... how can you involve  your team + stakeholders early on? Host A Process Change Kickoff Meeting With Everyone Involved In The Change You pretty much have the itinerary from the chat with your manager (but make a couple optimizations  here): 10  minutes: Explain the existing problem. 10 minutes: Show the evidence that the problem is a big one. 10 minutes: Show the  roadmap  you'll use to implement the change. 20 minutes:  Give your team the chance to provide feedback right now, but also give them some time afterward to let the ideas percolate. This gives your quiet folks the chance to digest the information and provide thoughtful insight afterward. Beware of the psychological principle of conformity (and keep your loud team members in check). 10 minutes: Lay out your action items to work through after the meeting is over. ^^^ You have all of that documented in your marketing change management template. Recommended Reading: 21+ Marketing Templates That Will Make You More Efficient And Organized Provide Time To Think Through Feedback Give your team a deadline to provide their feedback and provide the method to do it (email, instant message, etc.). You can plan this into your change management roadmap. If anything, this keeps the process moving forward (and on a schedule) so you can fix what's broken quickly. Incorporate Feedback Into Your Change Management Process When you ask for feedback, you take it. That said, not all feedback will improve the plan. The point is to literally help your team know and understand you are listening to them, that their thoughts are valuable, and you understand they will be the major players  implementing the change. So change the roadmap as needed and clearly communicate you heard every idea and implemented many, but it just wasn't possible to include everything they requested. Retro On What's Working, What's Not, And What You Could Improve I'm borrowing this from agile product management practices. Every Friday, the marketing team at retros on the week, asking three questions: What went well? What should we continue doing? What went wrong? What should we stop doing? What could we improve? Retros like this are great for gathering feedback from your team as you change their processes. I'd suggest hosting 15-minute retro meetings every week within your first 21 days specifically to discuss the change you're implementing to learn from your mistakes (and successes). As feedback rolls in, you can use all of the work you put into writing scripts to great use! Recommended Listening: How to Get Extremely Organized With Agile Marketing With Jeff Julian From Enterprise Marketer Step 5: Break Through The Resistance To Change Change of any kind requires breaking existing habits. And that is really difficult... because humans literally need habits to not think through the nitty-gritty details of everything in their lives (we would all go crazy). So, to influence the right behavior, the most important thing to do is to over-communicate with your team as they undergo change. As Bill Walsh said: We did the same drills over and over again; I said essentially the same thing over and over, discussed the same information, concepts, and principles over and over. Gradually, my teaching stuck. If it starts to become a joke that your team knows exactly what you're going to say next... you've done well. So plan your communication touch points in your change management timeline to remind yourself when to communicate. The point is: When your team starts to think like you, they'll start to act like you. ^^^ And that's exactly what you want. When your team thinks like you, they'll act like you.Which brings me to leading by example. Maintain zero tolerance for retrogressing behavior. If you see someone do something wrong, use your scripts to change the behavior and ask the following questions: What went wrong? Why did this happen? How can we make sure this doesn't happen again? How can we get this situation back on track? The point of using questions like this as a framework is to literally let your team member answer them. They come up with their own solution for preventing unwanted behavior. And they know your thought process + expectations upfront. There is no room in change management for being wishy-washy. Finally, commitment and perseverance influence change. This process has potential to feel messy. Remember: You are the change management leader. You are responsible for planning your work, then working your plan. You are the one who will make this a reality. You just need to do it. Marketing Change Management How to Influence It [Backed By Science] Something is broken. Maybe its your workflow. Maybe its how you collaborate across multiple teams. Maybe its knowing how the content you produce influences ROI. At , we  know  youd like help to get organized and to do that, you might need to pitch to your boss  and to your team. ^^^ So whatever snag youre hitting as you manage your marketing team, chances are something needs to change before it will get better. And the best person to influence  that change for the better is you. So the question becomes how can you do it? It takes some finesse with office relationships, psychology behind change management, and perseverance. Lets explore how you can be the marketing change management mastermind. ;) How To Influence Marketing Change Management [Backed By Science]Get Your Marketing Change Management Timeline Template Use the free spreadsheet that complements this blog post to plan your marketing change management strategy. Youll put everything youll learn throughout this post into a plan you can execute. Youll also get a marketing change management template in Word to help you communicate effectively with your manager, team, and stakeholders. Go ahead. Download fo free now! Step 1: Create The Business Case For Change Yeah, I know what you're thinking. Ugh. But. Creating a doc to have one version of the truth- a reference point for questions- will help you convince your manager and team that change is needed. There are three key points to address in your change management business case doc: #1. Show There Is Need For A Change You feel when you need a change. There is disorganization. There are poor results. There are missing pieces. The best way to prove the need for change is with cold hard facts and brutal honesty. It's impossible to argue against factual information  that informs your stakeholders why the change is necessary. There are a few ways to do this: Data Is what you're doing producing the results you expect? For example, you may be spending a lot of time on trivial projects that don't actually produce repeatable, measurable results. You could measure the hours  you and your team spend on those projects in an average week. Then multiply the time by each employee's hourly wage to understand how much money the company literally spends on projects that do not actually add anything to your bottom line. If you add up those dollar values and multiply by 52, you literally know how much money goes down the drain in a year. You can ask your team to track their time over the course of an average week using a tool like Toggl. Then use the Time Tracking  tab in your change management template spreadsheet that complements this blog post to track the  time + spend on tasks: Think about how much time you spend: Switching in and out of tools not designed for the specific purpose you're using them for. Making edits to  content that won't actually make a difference in the end results it will produce (shooting for perfection is extremely expensive). Getting approval after you create content (then reworking nearly everything). With very simple math, you can demonstrate how expensive these activities are, thus showing the need for change. Pro Tip: You can also use this method to show what you could be doing with your time that would generate bigger results. So, let's say you find that  logging in and out of multiple tools + disorganization sucks up 4 hours of your week. Is that the same amount of time it would take you to write a blog post? There is proof: When we find a tool that is designed to help  my team be more productive, we will write more blog posts which are proven to help us grow the business. Another data example involves analyzing the success  of your best-performing content. What if you focused more time  shipping new projects that are similar to your existing top-performers? From experience, I can tell you that you don't need to publish more content,  but the same amount of the right content. And you could boost your results by 9,360%. No joke. Here is how to calculate this quickly, but read this for an exhaustive, in-depth guide: Set up goal tracking in Google Analytics and create a custom report to easily view the content that contributes to those goals. Here are in-depth instructions to help you do this in 5 minutes or less. Create a list of the last 30 pieces you published  that are at least 30 days old. Use the Content Grading tab in your change management template to do this. Write down the amount each piece has contributed to your goal by using the Google Analytics custom report. To make this an even fight for each piece, I like to collect data from the first 30 days after publish, so every piece has an equal amount of time to contribute to your goal. Sort your content  by your goal, peruse through those top-performing pieces, and write down the qualities you see repeated over and over. For example, at , the qualities we saw repeated over and over again were an interesting topic, well-researched and factual, comprehensive + actionable, keyword-driven, and optimized to convert traffic into email subscribers. Find the average goal contribution from every piece in your sample. If you continue status quo, this  is what you will continue to produce. Then  find the average contribution from your top 10 pieces. It's way higher, right!? Now you know if you publish the same amount of content, and simply match the qualities from your top-performers, you will boost your results. ^^^ And there you have it. Proof that you need to pivot to increase your team's performance. Examples where this method may work best for demonstrating the need for change: You don't currently have a way to measure how what you're doing is working. You  hypothesize  that doing more (or less) of something will produce better results. Bureaucracy has you doing the same old thing because... "We've always done it this way." You want to create new content initiatives and need to prove that they'd be well worth your time. Examples You might not have content that exists to help you prove you need to do more of what's already working. That's where examples come into play. Examples are also proof, or evidence, of a need for change. You can: Demonstrate a broken internal process by showing the inefficiencies of your current workflow. Again, inefficiency is expensive, and you could back this up with numbers using the process above. Examples: Workflows, approval processes, collaborating across multiple teams. Show an interesting use case with the new marketing idea from any other company. Then connect the dots to how you could do it for your business. Researching the data behind this makes your change management business case that much stronger. Example: You believe a blog would be great for your business, but you know there will be some resistance. Find examples of successful businesses that have built their credibility with a blog and are now multi-million dollar enterprises. Show how your competition is doing something amazing, but you don't have a presence in that area. This appeals to the fear of missing out, or FOMO. Example: You  know  your audience uses Instagram and would like to have a presence, but you're hitting some resistance. Find  examples of your competition engaging with your audience on that channel as proof that your audience indeed uses that network to communicate with brands they love. Industry Trends If there is one thing that's constant, it's change. Especially in the marketing industry: New technology, new channels, and new ideas are ever-evolving. This is similar to examples, but you can: Cite credible industry publications that cover new changes. Look for the why behind this: Why should you use the new tool, social media channel, or new content idea? Look for case studies that demonstrate the value of the trend. Has anyone (even outside of your niche) published a piece that shows percentage increases or demonstrates what you'll get out of the new idea? You'll note, I led this section with more  examples of finding your own real data to prove why you need to change. Using your data as much as possible builds the strongest case for the change you'd like to implement. It's hard to argue with your facts versus how others have been successful. #2.  Show How You Will Thrive After The Change You've  shown evidence that suggests change is necessary. Now it's time to demonstrate the benefits behind making the change. An easy way to think about this, is with a simple framework: When  we {do this}, we will {get this}. Note when there. When demonstrates an inevitability whereas if is only possible. Let's look at an example here, using examples and data to prove the need for change + backing up how implementing that change will help you produce bigger results. The example is a broken process. I hear from marketing supervisors all the time that disorganized process and "herding cats" sucks the most time away from their days, preventing them from focusing on the strategic work that would generate bigger results. To prove the need for change, you: Lay out the example of what the existing workflow looks like. Leave no stone unturned: Every step, every person involved, every tool, every point of communication, and especially the parts that are broken. For you, this could be writing a white paper. The workflow  involves: Email: Gather the idea from the sales manager. Email: Determine who the subject matter expert is with the sales manager. Meeting: Interview  with the sales team member who is a subject matter expert on the topic to gather the story. Email: Hound the sales team member to provide  stats + facts to support the claims you'll make in the white paper. Google Docs: Write the "What's in it for me?" and outline. Email: Peer review the outline with the subject matter expert. Google Docs: Write the first draft. Email: Gather feedback on the first draft from the subject matter expert. Google Docs: Implement the feedback from the subject matter expert into the white paper. Email: Gather further feedback from the subject matter expert. InDesign: Design the white paper. Email: Gather further feedback from the subject matter expert. InDesign: Implement changes from subject matter expert. Email: Get approval from the sales manager. InDesign: Implement changes from sales manager. Email: Get approval from your manager. InDesign: Implement changes from your manager. Email: Give final draft to sales manager and your manager to distribute to internal staff. ^^ If that even looks remotely like your workflow, there is definitely a better way. Recommended Reading: How to Boost a Marketing Workflow Process That Will Reduce Work By 30-50% By showing something like this, you demonstrate the problem. Now you can show off the solution. When we cut several unnecessary approval steps, we will save my team 5  hours of productivity time every week. That's the same amount of time it takes to write a brand new white paper, which is proven to generate 150 marketing qualified leads when we write it like our top-performing white papers. Therefore, when  we don't change, we are literally wasting time on a broken process rather than focusing our time on generating bigger results. Here's how. Weekly Meeting: Gather the story  from the sales manager and subject matter expert with clear action items for sales to provide stats on time saved from our solution + percentage increase on their desired goal by the end of the week. Google Docs (integrated into ): Write the "What's in it for me?" and outline. : Peer review the outline with the subject matter expert. Google Docs: Write the first draft. : Gather feedback on the first draft from the subject matter expert. InDesign: Design the white paper. : Get approval from the sales manager + your manager. InDesign: Implement changes from sales manager + your manager. : Give final draft to sales manager and your manager to distribute to internal staff. ^^^ You just literally cut the amount of work in half, not to mention eliminating endless email strings that are super easy to miss. Cut your work in half and eliminate endless email strings.Now you can track how long it would take for each step from the existing process and subtract the time saved from your new process. So all 18 tasks minus the 9 you removed would be the equivalent of 5 hours in this example. This doesn't even take into account the feeling of being organized, which everyone involved in the process will also love! #3. Show The Roadmap To Get There It's one thing to know what you need to do. Now you need to lay out the plan to implement the change. Humans are naturally adverse to change, so the odds are this will not happen over night. In fact, if you've been following an old process for a long period of time, it may take up to 21 days to help your team members build new  habits. Therefore, your roadmap to onboard your team members to learn this new behavior should span several weeks. In this time period, you will want to literally  lay out your game plan schedule of what you'll do to  make the change stick. Pre-rollout: Gather the data, examples, and industry trends demonstrating the need for change. Pre-rollout: Create your timeline for implementing the change. Pre-rollout: Script the questions, roadblocks, and objections that have potential to mitigate change. Pre-rollout: Discuss the forces driving change, timeline, and scripts with your manager. Day 1:  All hands kickoff meeting. Your itinerary should cover the three things you've been learning about: The problem (what's wrong), the solution  (why this change is necessary now), and the roadmap you're creating at this moment. You should also leave time for questions + answers (more on this to come). Day 2: Implement your team's initial feedback into the new solution. Day 3: Show  your team that you took their advice and enhanced the new solution. Day 4: Remind your team to use the new solution. Day 5: Retro and iterate. Weekend Day 8: Ask your team informally how things are going. Instant message could work well. This  reminds  everyone (especially your most quiet team members) that they have a voice in the change process. Day 9: Implement the feedback into your process, and remind the team to use it and not retrogress to old behavior. Day 10: Day 11: Day 12:  Retro and iterate. Weekend Day 15: Again, ask your team informally how things are going, and look for feedback. Day 16:  Implement the feedback into your process, and remind the team to use it and not retrogress to old behavior. Day 17: Day 18: Day 19:  Retro and iterate. Weekend You can map out your game plan in , too, using  a Marketing Project. When you decide to use , everyone will see everything you're working on in one place... so why not add this into , too? ;) Step 2: Be Prepared + Proactive For Any Situation Bill Walsh was the head coach of the San Francisco 49ers, and helped turn a losing football team into one of the best, winning three Super Bowls. ^^ Talk about change management. Walsh is known for planning  his plays for every scenario. He carefully planned exactly what play would work for specific situations like being 30 yards from the end zone with only 5 seconds on the clock. He's known for having planned the first several  plays of the game whether the 49ers were kicking or receiving. In short, Bill Walsh  planned his work, then worked his plan. He called this practice scripting. And it's a great  framework you can apply to your change management, too: Scripting allowed me to take randomness and stress out of the decision-making process. The result is a very adaptable but intelligent  plan for the future. - Bill Walsh Anticipate Questions Uncertainty avoidance is the psychological term used to describe a specific society's tolerance for ambiguity. While this term is generally used to describe  larger cultures as a whole, your team and business have a culture within them, too. And the main idea here is that people like process, rules, and the same-old-same-old because it's familiar, easy to remember, and they already have habits that literally help them do the work with less thought and effort than taking on something new. Knowing this, you can plan on the questions your team will ask as you make the change. This is your script for an FAQ (or frequently asked questions) for your team. Simply take 30 minutes to brainstorm all of the questions your team may ask, then write down the answers: Why this change? Why now? What do you expect from me now? How will we collaborate now? What aren't we doing anymore? What new things are we doing? How should I voice my feedback? The point here is to think through the most common questions you can realistically expect your team and stakeholders to ask you, so you have all the answers prepared in advance. You can use the change management Word doc template that complements this blog post to help you get started. Recommended Reading: The Best 30 Minute Content Marketing Brainstorming Process Anticipate Roadblocks Again, change is often difficult for people to accept. Most people are satisfied with status quo, in other words, doing exactly what they're doing now. Back in 1947, psychologist Kurt Lewin researched this phenomenon and came up with the force field analysis. Essentially, there are forces driving change while other forces restrain change, which makes it most comfortable for people to stay in the status quo. You are the force driving change within your organization. So you should prepare for how you'll address  the forces resisting change: How will you phase out old, outdated tools you no longer need to use? What does the timeline look like? How will you onboard your team members to use the new tools as you expect?  What does the timeline look like? How do you take into account everything else on your team's plate and the time it takes to learn new skills (100 hours per person)? What will you do if a team member does not adopt the new process from the get-go? What will you do if a team member tries the new process for a day, then regresses to their former behavior? How will you handle team members who actively fight against the new process and try to get other team members on their side? How will you agilely  learn from your success and mistakes as your team implements change? Like your FAQ, think through and script  the answers to these questions. When- or if- the situation arises, you've planned exactly how to get your change strategy back on track. Here's how to keep your #marketing change management strategy on track.Anticipate  Objections Your own team may fight for the status quo without really knowing why. This could be a force resisting change, or  once again, a few more scenarios to script for: I don't think this will work. I don't like the new process. This is taking even more time than before the change. We can't remove those steps from our workflow because of {insert excuse}. Change  is an emotional beast. The best thing to do, according to change management pros, is to address these concerns with factual evidence backing up the need for change. Step 3: Get Your Manager On Board Those same change management pros suggest change is best instituted from the top-down. Change is best instituted from the top-down.So once you have your game plan, it's probably time to loop in your manager to get her on the same page as you (and to have your back if the forces of resistance  get in the way of the forces driving change). Set up an hourlong meeting your manager with the following agenda: 10  minutes: Explain the existing problem. 10 minutes: Show the evidence that the problem is a big one. 10 minutes: Show the  roadmap  you'll use to implement the change. 10 minutes: Show your proactive planning to address the forces of resistance. 10 minutes: Chat through how you'll communicate the change with your team (and get their feedback), next steps, concerns, and when you will roll out the change. 10 minutes: Lay out your action items to work through after the meeting is over. ^^^ Those sections might feel  a little long, but the point is for this to be a working meeting. Let your manager ask questions throughout, and show up ready to take notes so you can improve your marketing change management strategy based on her feedback. What If Your Manager Doesn't Like The Suggested Change? This is where  you can use questions as a framework to understand how you can improve your pitch (or at least understand what the heck your manager is thinking): Why {do you believe that}? How {might you suggest I do that}? If you're way off, schedule a second meeting with your manager (with the same agenda) to show her how you  took her advice and will implement it in your strategy. Recommended Reading: 30 Marketing Plan Samples And Everything You Need to Include In Your Strategy Step 4: Involve The Team Early On No one really likes to be told what to do. On the other hand, involving your team members early and helping them help you make the change decisions makes them feel like they made them in the first place. In their book, Sprint: How To Solve Big Problems And Test New Ideas In Just Five Days, authors Jake Knapp, John Zeratsky, and Braden Kowitz suggest: By asking people for their input early in the process, you help them feel invested in the outcome. Later, when you begin executing your successful solutions, the experts you brought in will probably be among your biggest supporters. So... how can you involve  your team + stakeholders early on? Host A Process Change Kickoff Meeting With Everyone Involved In The Change You pretty much have the itinerary from the chat with your manager (but make a couple optimizations  here): 10  minutes: Explain the existing problem. 10 minutes: Show the evidence that the problem is a big one. 10 minutes: Show the  roadmap  you'll use to implement the change. 20 minutes:  Give your team the chance to provide feedback right now, but also give them some time afterward to let the ideas percolate. This gives your quiet folks the chance to digest the information and provide thoughtful insight afterward. Beware of the psychological principle of conformity (and keep your loud team members in check). 10 minutes: Lay out your action items to work through after the meeting is over. ^^^ You have all of that documented in your marketing change management template. Recommended Reading: 21+ Marketing Templates That Will Make You More Efficient And Organized Provide Time To Think Through Feedback Give your team a deadline to provide their feedback and provide the method to do it (email, instant message, etc.). You can plan this into your change management roadmap. If anything, this keeps the process moving forward (and on a schedule) so you can fix what's broken quickly. Incorporate Feedback Into Your Change Management Process When you ask for feedback, you take it. That said, not all feedback will improve the plan. The point is to literally help your team know and understand you are listening to them, that their thoughts are valuable, and you understand they will be the major players  implementing the change. So change the roadmap as needed and clearly communicate you heard every idea and implemented many, but it just wasn't possible to include everything they requested. Retro On What's Working, What's Not, And What You Could Improve I'm borrowing this from agile product management practices. Every Friday, the marketing team at retros on the week, asking three questions: What went well? What should we continue doing? What went wrong? What should we stop doing? What could we improve? Retros like this are great for gathering feedback from your team as you change their processes. I'd suggest hosting 15-minute retro meetings every week within your first 21 days specifically to discuss the change you're implementing to learn from your mistakes (and successes). As feedback rolls in, you can use all of the work you put into writing scripts to great use! Recommended Listening: How to Get Extremely Organized With Agile Marketing With Jeff Julian From Enterprise Marketer Step 5: Break Through The Resistance To Change Change of any kind requires breaking existing habits. And that is really difficult... because humans literally need habits to not think through the nitty-gritty details of everything in their lives (we would all go crazy). So, to influence the right behavior, the most important thing to do is to over-communicate with your team as they undergo change. As Bill Walsh said: We did the same drills over and over again; I said essentially the same thing over and over, discussed the same information, concepts, and principles over and over. Gradually, my teaching stuck. If it starts to become a joke that your team knows exactly what you're going to say next... you've done well. So plan your communication touch points in your change management timeline to remind yourself when to communicate. The point is: When your team starts to think like you, they'll start to act like you. ^^^ And that's exactly what you want. When your team thinks like you, they'll act like you.Which brings me to leading by example. Maintain zero tolerance for retrogressing behavior. If you see someone do something wrong, use your scripts to change the behavior and ask the following questions: What went wrong? Why did this happen? How can we make sure this doesn't happen again? How can we get this situation back on track? The point of using questions like this as a framework is to literally let your team member answer them. They come up with their own solution for preventing unwanted behavior. And they know your thought process + expectations upfront. There is no room in change management for being wishy-washy. Finally, commitment and perseverance influence change. This process has potential to feel messy. Remember: You are the change management leader. You are responsible for planning your work, then working your plan. You are the one who will make this a reality. You just need to do it.

LEB1 Essay Example | Topics and Well Written Essays - 1250 words

LEB1 - Essay Example Breyer stated that â€Å"a judges job is to figure out how the Founding Fathers values apply to modern issues.† (CBS News 2011). In the United States our courtrooms operate under the adversary system. The finder of fact (the person or persons who decide which facts are the true facts) can be a judge or a jury. When the fact finder is a jury, the individual members of the jury, known as jurors, collectively decide the true facts. (Find Law 2011). The standard of proof is different in criminal and civil cases. In a civil case the jury assesses the facts according to what they believe is â€Å"more probably true than not.† This has been compared to just going over the 50 yard line in football. In criminal cases jurors must be convinced that the facts are true â€Å"beyond a reasonable doubt.† The jurors must be representative of the community in which the trial is being conducted. (Find Law 2011). â€Å"At the beginning of the trial, the judge may order that more jurors be seated than are required for the verdict. These extra jurors are known as alternate jurors, and they are selected to guard against the possibility that some of the jurors will become ill or otherwise be unable to complete the trial. An alternate would attend the trial along with the regular jurors, but would not be called to participate in reaching a verdict unless one of the regular jurors was unable to continue. †¦ it is important for alternate jurors to always pay attention to testimony because they may be required to participate in the verdict should another juror be unable to complete his or her service.† (Find Law 2011). Lawyers are the link between our legal system and the society that legal system affects. The legal system affects society in almost everything the people in our society may do. For this reason lawyers are held to the highest

Forum 5 and providing with suggestions for their papers to your peers Assignment

Forum 5 and providing with suggestions for their papers to your peers - Assignment Example The Capitol, who steered the game, thought that Katniss is a poor child just like the rest. The poverty of Katniss proves to be strength and a weakness to her. Due to lack of privilege, she learned various skills that were important in the arena. Some of the outright skills were gathering and hunting capabilities. She also commented on how to manage hunger compared to those that lived in luxurious suburbs. Based on the thesis statement, I would say that money do not give power, rather it gives the power idea. This is because the author has stated this fact in the entire book and offered the reader to think. Katniss started rebelling against the capitol when she said, â€Å"â€Å"`Trust me, ` I whisper. He holds my gaze for a long moment then lets me go. I loosen the top of the pouch and pour a few spoonful of berries into his palm. Then I fill my own. `On the count of three? `† (Collins,

The Statistical indicators of DSL Subscribers Essay Example for Free

The Statistical indicators of DSL Subscribers Essay The repeating sentences: 2nd repeat: United States and Japan are losing export market shares and new actors are emerging such as Hungary, Finland and Czech Republic. Page 3. Change to Due to the fact that United States and Japan are losing a number of their export market shares, their Balassa index has subsequently decreased. In addition to this, Hungary, Finland, and Czech Republic, as new actors, has much potential with regard to their Balassa index. The RCA index presents information about a country’s comparative advantage in ICT exports of goods and table below makes obvious each country’s gain or lost comparative advantage in ICT export through changes of RCA. RCA equivalent 1 indicates an identical export structure; RCA above 1 indicates relative specialization, while RCA below 1 means a countrys de-specialization. Page 4: kindly delete this paragraph because the term â€Å"RCA† has already been explained and there is no need to introduce this again. Price is consistently a very important issue. Nowadays the supply side hat vast influence of price and it is one of the largest barriers to purchase of broadband service. The Statistical Indicators: In this section, descriptive statistics will be used to describe the characteristics of the data set regarding the DSL subscribers. Different statistical measures will be used and will be introduced in the following sections. Measures of Central Tendency: The value for the mean of the data set is equal to 3251010.03. This means that on the average, there are about 3251010.03 DSL subscribers in the OECD countries. The Median of DSL Subscribers is equal to 1136709.50. This is the middle of the data set which means that half of the OECD countries have DSL subscribers above 1136709.50 and the other half has less than 1136709.50 DSL subscribers. The computed value for the Mode of DSL Subscribers is equal to 60024.00. This means that a number of OECD countries has this much DSL subscribers, more specifically the countries of . Measures of Variability: The standard deviation describes the degree of spread in the data set. If the data lies close to the mean, then the standard deviation is small. The standard deviation for the number of DSL Subscribers is 4645295.15. It shows the amount of deviation from the mean (3251010.03). Apparently, the value of the standard deviation is far from the mean and this shows that the data set has a high degree of spread. The largest number of DSL Subscribers is 19031154.00, which is in the United States, and the smallest number of DSL Subscribers is 60024.00, which is in Luxembourg. Computing for the range, which is the difference between the largest and the smallest value, the result is 18971130.00. This also indicates the degree of spread in the data set since the largest value and the smallest value is far from each other as indicated by the big difference in their range. The value for the Skewness of the data set is 2.08. It means that the distribution of the number of DSL Subscribers is referred to an asymmetric tail extending out to the right or skewed to the right. Correlation between the number of DSL Subscribers and the Monthly Charge In order to find the correlation between the Monthly Charge and the number of DSL Subscribers, the Pearson’s correlation is used.   The results show that the Pearson’s coefficient has a value of -0.355 for these two variables. It shows that the relation between Monthly Charge and the number of DSL Subscribers is negative and it implies inverse association. P-value is equal to 0.027. The P-value is smaller than 5%, which means that there is a correlation between the two factors but with the coefficient less than 0.5, the correlation is said to be weak. The graph below shows the negative relation between the number of DSL subscribers and the Monthly charge. It means that countries with lower Monthly charge have more DSL subscribers. The distribution of countries in the graph is expansive and far from the correlation line. It reaffirms the previous conclusion that the correlation is not strong. Correlation between the number of DSL Subscribers and the Speed of Connection The Pearsons correlation is used to find a correlation between the number of DSL Subscribers and the Speed of Connection. The Pearson’s coefficient is equal to 0.5. With the said value, it can be concluded that there is a positive correlation between the variables Speed of connection and the number DSL Subscribers and it implies direct association. The computed P-value is equal 0.002. Because this value is between 0 and 0.5, it means that there is a direct relation between the two factors where countries with higher connection speed have more DSL subscribers. The graph below shows that there is direct relationship between the number of DSL subscribers and the Speed of Connection. It shows that in countries where the Speed of connection is higher, there are more DSL Subscribers. Correlation between the number of DSL Subscribers and the Monthly Charge and Speed of Connection The possible value for Regression’s coefficient is between 0 and 1. If it is 0, then there is no correlation between factors of regression. If it is equal to 1, then the correlation is perfect. Also, the result of the analysis regression’s coefficient near 1 shows strong correlation. The regression coefficient for measuring the correlation between two variables will be computed. These variables are the Monthly Charge and Speed of Connection as the independent variables and the dependent variable which is the DSL subscribers. The result shows that the regression coefficient value is equal to 0.574. It shows that there is a correlation between Monthly Charge and Speed of Connection with the number of DSL subscribers and this relation is . There is another Index that will be used which is the R2. It is between 0% and 100%. It shows the percentage of change in the independent variables (Monthly charge and Speed of Connection) in relation to the change in dependent variable (number of DSL subscribers). It determines the influence that the independent variables (Charge and Speed) have over the change in the number of DSL Subscribers. The R2 for the current variables is 0.330. It means that 33% of change in the number of DSL Subscribers can be attributed to Monthly Charge and Speed of Connection and rest is from other variables. In addition to this, it is necessary to compute for the Beta Index. This Index determines the influence of each of the two independent variables, Monthly Charge and Speed of Connection. The value of Beta for Monthly charge is negative, which is -0.286. The value of Beta for Speed of Connection is 0.457. Upon a comparison of the value of Beta for the two independent variables, it could be said that the influence of Speed on the number of DSL Subscribers is more significant than the influence of Monthly Charge on the number of DSL Subscribers. In addition, the negative Beta Index of Monthly charge on DSL Subscribers means that as the Monthly Charge decreases, the number of DSL Subscribers increases. The graph below shows this regression. Correlation between number of DSL Subscribers and the Monthly Charge in Middle East The rate of Broadband penetration in Iran and Middle East is insignificant. The table below shows the Broadband penetration in Middle East. -Correlation between the number of Broadband Subscribers and ICT Export in Middle East The data on hand shows that the Pearson’s coefficient value of the number of Broadband Subscribers and ICT Export is equal to .939. It shows that the correlation between number of Broadband subscribers and ICT export is very strong. P-value is equal to 0.000, which means that there is a correlation between Broadband subscribers and ICT export. The Regression’s Coefficient is 0.993 which means that the correlation of the two variables is strong since the value of 0.993 is close to 1. In addition to this, the R2 value is equal to 0.98. It means 98% of the change in the number of Broadband Subscribers in Middle East is related to ICT Export. The graph below shows this regression.    The result can be considered for countries with available data. Due to the fact that there are not many countries with Broadband subscribers, the result cannot hold true for all Middle East countries. -Correlation between number of DSL Subscribers and ICT Export in OECD The variables number of DSL Subscribers and ICT Export in OCED countries is also subjected to the computation for Pearson’s correlation. The P-value is equal to 0.153, which is greater than 5%. It means that there is no correlation between DSL subscribers and ICT export in OECD countries. The value for the Regression’s Coefficient is 0.267 which means that there is a correlation but it is not too strong. The R2 value for the variables is equal to 0.072. It means only 3% of the change in the number of Broadband Subscribers in OECD countries is related to ICT Export. It supports the idea that there is no correlation between DSL subscribers and ICT export. The graph below shows this regression. Iran is the second largest oil producer among the Oil Producing and Exporting Countries (OPEC). Furthermore, it has the worlds second largest reserves of natural gas. This chapter analyses the ICT situation in Iran and it will evaluate the Internet and Mobile penetration in the Middle East region. The research tries to identify the obstacles for development of ICT in Iran and to serve as a basis in the proposal of new policies. There are many active companies competing in the DSL arena in Iran. The major companies and their activities are listed below: Almost all of the governments of Middle Eastern countries control the communication and information media services. Internet access is especially subjected to many restrictions. Some of the most important restrictions are (a) Religious restrictions, (b) Political restrictions, (c) Language restrictions, (d) Speed limitations, (e) Cost of service, (f) Technical problems (disruptions in connectivity). The reasons for most of these problems are the incompatible infrastructures, lack of skill for supporting services, scarcity of local websites, insufficiency for applied economy and life. There are some other local obstacles in each country that complicates the infiltration of Internet access. The table below shows the population and internet users. Moreover, the percentage of the total population with internet access will also be shown. Figure below presents the number of internet users. Iran has the most number of internet users and Bahrain and Iraq have the least number of internet users. The comparison between internet penetration in 2000 and 2005 in this region shows that the growth of all countries is notable. The total growth of Internet users in Middle East from 2000 to the latest data available is 491.4%.   Each country showed an increase in their rate of access to Internet by at least 100%. The figure below displays the percentage of population with access to Internet. The internet user share of population in Israel is the highest while the corresponding shares in Iraq and Yemen remained to be very low. As Figure 2 shows, 51% of Israel’s population have access to internet. United Arab Emirate with 36%, Qatar with 27%, Kuwait with 25%, and Bahrain with 21% followed Israel in the list. Other countries do not enjoy the same privileges where only a low percentage of the total population have access to the internet. The share of Internet users in each country to the aggregate sum of Internet users in Middle East is calculated in the table below. Internet penetration and population of each country can influence the share of Internet users to the sum of Internet users in the Middle East. However, the table below demonstrates the level of interest of each country to communicate with other countries in economic and cultural aspects. The results show that in 2005, Iran has almost 39% of Internet user in Middle East. Israel with 19%, Saudi Arabia with 13%, and United Arab Emirates with 7% has more contributions to assemble total Internet users in Middle East. Figure below displays the share of each country in total Internet users of Middle East. The figure below shows correlation between Mobile population coverage and GDP per capita. The Pearsons correlation is used to find a correlation between GDP and Internet user, GDP and Mobile user, GDP and Fixed telephone. The value of Pearson’s coefficients and the value of P-values show no relationship between GDP and three factors. The GDP does not have any influence in the penetration of Internet, Mobile, and Fixed telephone in the Middle East. The graph below shows a negative relation between the number of DSL subscribers and Monthly charge. It means that countries with lower Monthly charge have more DSL subscribers. The distribution of countries in the graph is very wide and far from the correlation line, which means that correlation is weak.   The Pearsons correlation is used to find a correlation between the variables Population and Internet Users. The Pearson’s coefficient is equal 0.784. It shows that the relationship between Population and Internet users is positive and it implies direct association. P-value is equal to 0.001 and the value is between 0 and 0.5. It means there is a direct relation between two factors. The graph below shows that there is a direct relationship between Population and Internet users. It shows that countries with more population tend to have more Internet users. The Graph below shows this regression. The Regression’s Coefficient is 0.784 and R2 is equal 0.614. It means 61% of the change in the number of Internet Users in Middle East countries is related to population. The graph below shows the relation between all variables. Relationship of each variable in the distribution’s Matrix is determined with other variables in Matrix through the row and column.

Neo Nazis :: essays research papers fc

â€Å"Two Neo-Nazis have been convicted of murdering Black teenager Benjamin Hermansen. A third defendant has been convicted of being an accessory to the attack. The killing of 15-year-old Benjamin Hermansen while he was meeting a friend near his home in Oslo sparked outrage. Tens of thousands of Norwegians took to the streets a few days after the death to protest against racism and violence. Oslo City Court convicted Joe Erling Jahr, 20, and Ole Nicolai (Kvisler), 22, both linked to the Boot Boys neo-Nazi group, of murder. Jahr was sentenced to 16 years in prison and (Nicolai) Kvisler 15 years. Veronica Andreassen, 18, was convicted as an accessory to the assault and jailed for three years. The court said the murder was planned, racially motivated and committed by members of a Neo-Nazi group partly to spread fear. It also found that Jahr and (Nicolai) Kvisler had each stabbed Hermansen with different knives. "Benjamin Hermansen would not have been attacked if his skin had been the same colour as the defendants," the court's ruling said. The court said Jahr and (Nicolai) Kvisler had gone out that night with the intention of "getting a foreigner" and had brought knives. It said that while Andreassen did not participate in the attack, she went with them despite knowing they planned violence. Hermansen, who was active in his school and sports, was born and raised in Norway. He also had spoken out against racism on national television a few months before his death after he was assaulted by neo-Nazi youths during a soccer tournament in Denmark. â€Å" (fare.net) That was a news article I found on a Norwegian anti-racist website. It happened only a few days ago on January 21st in Norway. This shows the prevalence of racism still going on today. The group responsible for the murder belonged to an organization that calls themselves the Neo-Nazis. One of the questions I’ve always asked in my history classes, is â€Å"Why do we need to know about all this stuff that happened so long ago?† Last year, my history teacher, Mr. Slater, gave me an answer. He said we need to learn about history, or we will be doomed to repeat our past mistakes. With that said, I’ll talk about how Nazism started. In the beginning, there was Adolf Hitler. He lived a somewhat uninteresting life as a child. His father was a customs official at the border separating Austria and Germany. Neo Nazis :: essays research papers fc â€Å"Two Neo-Nazis have been convicted of murdering Black teenager Benjamin Hermansen. A third defendant has been convicted of being an accessory to the attack. The killing of 15-year-old Benjamin Hermansen while he was meeting a friend near his home in Oslo sparked outrage. Tens of thousands of Norwegians took to the streets a few days after the death to protest against racism and violence. Oslo City Court convicted Joe Erling Jahr, 20, and Ole Nicolai (Kvisler), 22, both linked to the Boot Boys neo-Nazi group, of murder. Jahr was sentenced to 16 years in prison and (Nicolai) Kvisler 15 years. Veronica Andreassen, 18, was convicted as an accessory to the assault and jailed for three years. The court said the murder was planned, racially motivated and committed by members of a Neo-Nazi group partly to spread fear. It also found that Jahr and (Nicolai) Kvisler had each stabbed Hermansen with different knives. "Benjamin Hermansen would not have been attacked if his skin had been the same colour as the defendants," the court's ruling said. The court said Jahr and (Nicolai) Kvisler had gone out that night with the intention of "getting a foreigner" and had brought knives. It said that while Andreassen did not participate in the attack, she went with them despite knowing they planned violence. Hermansen, who was active in his school and sports, was born and raised in Norway. He also had spoken out against racism on national television a few months before his death after he was assaulted by neo-Nazi youths during a soccer tournament in Denmark. â€Å" (fare.net) That was a news article I found on a Norwegian anti-racist website. It happened only a few days ago on January 21st in Norway. This shows the prevalence of racism still going on today. The group responsible for the murder belonged to an organization that calls themselves the Neo-Nazis. One of the questions I’ve always asked in my history classes, is â€Å"Why do we need to know about all this stuff that happened so long ago?† Last year, my history teacher, Mr. Slater, gave me an answer. He said we need to learn about history, or we will be doomed to repeat our past mistakes. With that said, I’ll talk about how Nazism started. In the beginning, there was Adolf Hitler. He lived a somewhat uninteresting life as a child. His father was a customs official at the border separating Austria and Germany.

Blood Promise Chapter Twenty-Five

His eyes widened in shock, lips parting. Even though I knew this wasn't a silver stake, it might as well have been. To run it through his heart, I had had to act as decisively as I would have if delivering a killing blow. I'd had to finally accept my Dimitri's death. This one was a Strigoi. There was no future with him. I would not join him. That still didn't make some part of me want to stop and lie down beside him, though, or at the very least see what happened next. After that initial surprise, his features and breathing had gone still, giving the illusion of death. That's all it was, however-an illusion. I'd seen it before. I probably had five minutes at most before he healed up and shook this off. I had no time to mourn for what was and what might have been. I had to act now. No hesitation. I ran my hands over him, searching his clothes for anything that might be of use. I found a set of keys and some cash. I pocketed the keys and started to leave the cash but realized I might actually need it on the off chance I escaped this place. My own money had been taken when I arrived. I also swept up some of the jewelry on the table. Finding buyers for that kind of thing in big Russian cities wasn't too difficult. If I made it to said city. I stood up off the bed and gave Dimitri one last pained look. A few of the tears I'd hidden from him earlier now ran down my face. That was all I could allow myself. If I had a later, I'd mourn then. Before leaving, my gaze lingered on the stake. I wanted to take it with me; it was my only weapon. Pulling it out would mean he'd wake up in about a minute. I needed the extra time. With a sigh, I turned my back on him, hoping I'd find a weapon elsewhere. I sprinted over to the suite's door and punched in the code again. It unlocked, and I stepped into the corridor. Before going to the next door, I examined the one I'd just stepped through. To get into the suite, there was another keypad. Entry also required a code. Backing up a little, I struck and kicked the keypad as hard as I could. I did it twice more, until the tiny red light on it went out. I didn't know if that would affect the lock on the inside of the suite, but in the movies, damaging electronic locks always seemed to work. Turning my attention to the next lock, I tried to remember the numbers Inna had told me. They weren't etched as strongly in my head as the first. I punched in seven numbers. The little light stayed red. â€Å"Damn.† It was possible she'd lied about this set, but somehow, I suspected my memory was the culprit here. I tried again, knowing the clock was ticking on how long I had until Dimitri came after me. The red light flashed again. What were those numbers? I tried to visualize them in my head and finally decided I wasn't entirely sure about the last two. I reversed their order the next time I put in the code. The light flashed green, and the door unlocked. Of course, there was a security system of a different sort outside. A Strigoi. And not just any Strigoi: It was Marlen. The one I'd tortured in the alley. The one who hated me because I'd disgraced him in front of Galina. He was clearly on guard duty and looked as though he'd expected a boring night. Me coming out the door was a shock. That gave me, oh, about a millisecond of surprise. My first thought was to just run at him with as much brute strength as I could. I knew he would do the same to me. In fact†¦ that was exactly what he'd do. I stayed where I was, standing so that I could keep the door propped open. He came at me to stop my escape, and I stepped aside, pulling the door open wider. Now, I was neither skilled enough nor was he inept enough to simply get lured in. He stopped in the doorway, trying to get hold of me. This gave me the difficult task of trying to both fend him off and drag him into the corridor behind the door. I stepped back into the doorway, hoping he'd follow. All the while, I had to keep the door open. It was all complicated, and I would have no time to punch in the code again. We fought in the confined space. The biggest thing I had going for me was that Marlen appeared to be a young Strigoi, which made sense. Galina would want to keep around henchmen she could control. Of course, Strigoi strength and speed compensated for a lack of experience. The fact that he had been a Moroi once also meant he probably had very little training. That also was a bonus for me. Dimitri was a badass Strigoi because he'd trained as a fighter before being turned. This guy had not. So, Marlen got a couple punches in on me, one coming dangerously close to my eye. The other caught me in the stomach, knocking the air out of me for half a second. But most of the time, I was able to dodge him pretty well. This seemed to infuriate him. Getting beat up by a teenage girl didn't really score you cool points when you were a Strigoi. At one point, I even faked him out in one direction and came at him with a surprise kick -easier to do than I'd expected in that damned dress-that knocked him back a few steps. I just barely managed to keep my hand in the door when I did it, but that was all I needed. His stumble gave me a few seconds to slip out the door and into the main hall. Unfortunately, when I tried to close it, he was already trying to come through. With my hands, I tried to pull the door shut while kicking him back inside. We struggled this way for a while, and thanks to whatever luck I had left, I got the door closed enough so that only his arm was sticking through. Bracing myself, I pulled the door toward me in one huge, forceful movement. It slammed into Marlen's wrist. I half expected to see his hand detach and pop into the hall, but he'd jerked it back. Even Strigoi had certain instincts to avoid pain. Gasping-my physical strength still wasn't all it could be-I backed up. If he knew the code, this had been for nothing. A moment later, the door's handle shook but didn't open. I heard a scream of rage, and then his fists beat on the door. Score one for me. No, score one for luck. If he'd known the code, I would have been Thud. Marlen was still beating on the door, and I saw the tiniest dent appear on the metallic surface. â€Å"Oh, crap,† I said. I didn't stick around to see how many hits it'd take him to break it down. I also realized that even if I'd disabled the first lock, Dimitri would just be able to break that one down too. Dimitri†¦ No. I absolutely couldn't think of him now. As I ran down the hall, heading toward the stairs Dimitri and I traveled before, an unexpected memory suddenly popped into my head. When Dimitri had last threatened Nathan, he'd mentioned getting my stake out of a vault. What vault was that exactly? Was it here on the premises? If so, I certainly didn't have time to look. When weighing the option to search a four-story house full of vampires or run off into the countryside before they found you†¦ well, the choice was clear. And it was in the midst of that thought process that I ran into a human at the top of the stairs. He was older than Inna and carrying a stack of linens that he dropped when we collided. With almost no pause, I grabbed hold of him and swung him against the wall. I had no weapon to threaten him with and wondered how I'd assert my will now. Yet as soon as I had him pinned, he threw up his hands in a defensive gesture and began whimpering in Russian. There'd be no attacks on me here. Of course, now I had the problem of communicating what I needed. Marlen was still beating on the door, and Dimitri would be up in a couple of minutes. I glared at the human, hoping I looked terrifying. From his expression, I did. I attempted the caveman talk I had with Inna†¦ only this time the message was a little harder. â€Å"Stick,† I said in Russian. I had no clue what the word for stake was. I pointed at the silver ring I wore and made a slashing motion. â€Å"Stick. Where?† He stared at me in utter confusion and then asked, in perfect English, â€Å"Why are you talking like that?† â€Å"Oh for God's sake,† I exclaimed. â€Å"Where is the vault?† â€Å"Vault?† â€Å"A place they keep weapons?† He continued staring. â€Å"I'm looking for a silver stake.† â€Å"Oh,† he said. â€Å"That.† Uneasily, he cast his eyes in the direction of the pounding. I pushed him harder against the wall. My heart felt like it would burst out of my chest, but I tried to hide it. I wanted this guy to think I was invincible. â€Å"Ignore him. Take me to the vault. Now!† With a frightened yelp, he nodded eagerly and beckoned me down the stairs. We descended to the second floor and made a sharp turn. The halls here were as twisty as the hedge maze Dimitri had shown me, all decorated in that gold and chandelier style, and I wondered if I'd even be able to get out of the house. Attempting this detour was a risk, but I wasn't sure if I could get outside without being followed. If I was, there'd be a confrontation. I'd need to defend myself. The human led me down another hall and yet another. Finally, we reached a door that looked like any other. He stopped and peered at me expectantly. â€Å"Open it,† I said. He shook his head. â€Å"I don't have the key.† â€Å"Well, I certainly don't-wait.† I reached into my pocket and pulled out the keys I'd lifted from Dimitri. There were five keys on the ring. I tried them one at a time, and on the third one, I got a hit. The door opened. Meanwhile, my guide was casting hasty glances behind him and looked ready to bolt. â€Å"Don't even think about it,† I warned. He blanched and stayed put. The room before us wasn't very big, and while its plush white carpet and silver framed paintings made it look elegant, the room was†¦ well, basically, it looked like a junkyard. Boxes and weird objects-a lot of personal items like watches and rings in particular-lay around in no order. â€Å"What is this?† â€Å"Magic,† he said, still obviously scared out of his mind. â€Å"Magic items kept here to fade or be destroyed.† Magic†¦ ah. These were items charmed by Moroi magic. Charms always had some kind of effect on Strigoi-usually unpleasant-with stakes being the worst, since they used all four physical elements. It made sense that Strigoi would want to isolate harmful objects and get rid of â€Å"My stake!† I ran forward and picked it up, nearly dropping it because my hands were so sweaty. The stake was lying on top of a box with a length of cloth and some weird stones. Studying it, I realized it wasn't actually my stake-not that it made a difference for killing Strigoi. This stake was almost identical, save for a small geometric pattern running around its base. It was something guardians did from time to time if they felt particularly attached to their stake: have a design or initials etched into it. Holding this stake, I felt a momentary pang of sadness. This had belonged to someone who'd wielded it proudly once, someone who was now most likely dead. God only knew how many other dozens of stakes were in here, seized from other unfortunate prisoners, but I had no time to search or mourn those who had died. â€Å"Okay, now I want you to take me to†¦Ã¢â‚¬  I hesitated. Even with a stake, it'd be a lot better for me if I didn't face any more Strigoi. I had to assume there'd still be a guard at the front door. â€Å"†¦ Some room on this floor with a window that actually opens. And is far from the stairs.† The guy thought for a moment and then gave a quick nod. â€Å"This way.† I followed him through another maze of twisting corridors. â€Å"What's your name?† â€Å"Oleg.† â€Å"You know,† I said. â€Å"I'm getting out of here†¦ if you want†¦ if you want, I could take you with me.† Having someone else-a human, particularly -would definitely slow me down. Yet, my conscience wouldn't let me leave anyone behind in this place. He gave me an incredulous glance. â€Å"Why would I want to do that?† Sydney had definitely been right about humans making great sacrifices for immortality. Oleg and Inna were living proof. We rounded a corner and came face-to-face with an elaborate set of French doors. Through the etched glass, I could see book-lined shelves, stretching all the way up the walls. A library-a huge one that extended on and on, out of my sight. Better yet, I saw a large bay window opposite me, framed in heavy satin curtains the color of blood. â€Å"Perfect,† I said, pushing open the doors. That was when the nausea hit me. We weren't alone in the room. Galina sprang up from a chair near the fireplace on the far side of the room. A book dropped from her lap. I had no time to dwell on the oddity of a Strigoi having a fireside read, because she was coming right toward me. I almost might have thought Oleg had set me up, but he was cowering in a corner, his face mirroring the shock I felt. Despite the library's enormous size, she reached me in seconds. I dodged her initial attack-or tried to, at least. She was fast. Aside from Dimitri, the other Strigoi in this house were clearly the B-team, and I had forgotten just how badass a truly skilled Strigoi was. She caught me by my arm and swung me toward her, mouth open and fangs going straight for my neck. I had the stake in my hand and tried awkwardly to at least scratch her with it, but she was holding me too tightly. At last, I managed to duck a little and move my throat out of her range, but all this did was give her the opportunity to grab hold of my hair. She jerked me upright, and I screamed in pain. How she managed to hold onto my hair without ripping it right out was remarkable. Still gripping it, she shoved me into a wall. When I'd first fought with Dimitri upon my arrival, he'd been rough but hadn't wanted to kill me. Galina did. She'd taken it on faith from Dimitri that I'd be an asset, but it was obvious now that I was a real pain in the ass. Her amnesty had ended, and she was intent on killing me. I at least had the comfort of knowing she probably wouldn't turn me into a Strigoi. I'd be lunch. A shout suddenly drew my attention to the door. Dimitri stood there, face blazing with anger. Whatever illusions I'd harbored about him being his former self disappeared. That fury radiated around him, his eyes narrowed and fangs showing. The pale skin and red eyes contrasted sharply against each other. He was like a demon sent straight from hell to destroy me. He strode toward us, and the immediate thought in my head was: Well, at least this'll end things that much faster. Except†¦ it wasn't me he attacked. It was Galina. I'm not sure which of us was more surprised, but in that moment, I was totally forgotten. The Strigoi raced toward each other, and I froze, stunned at the terrible beauty of their fight. There was almost a gracefulness to the way they moved, the way they struck out and skillfully dodged each other. I stared a bit longer and then mentally slapped myself into action. This was my chance to get out of here. I couldn't get distracted. I turned to the bay window, searching frantically for a means to open it. There was none. â€Å"Son of a bitch!† Maybe Oleg had set me up after all. Or maybe there was just some mechanism that wasn't apparent to me. Regardless, I felt pretty confident there was one way to get it open. I ran to the side of the room where Galina had sat and grabbed an ornate wooden chair. It was obvious this window wasn't made of the hard-core glass that had been in my room. This stuff was similar to the library's French doors, delicate and engraved with fanciful designs, even though darkly tinted. It couldn't require that much force to break. After all that fruitless beating in my room, I took a kind of smug satisfaction in slamming the chair into it with as much force as possible. The impact made a huge hole in one side of the window, glass spraying everywhere. A few shards hit my face, but it was nothing to concern me now. Behind me, the sounds of battle raged on. There were grunts and muffled cries as they fought, as well as the occasional sound of some piece of broken furniture. I yearned to turn around and see what was going on, but I couldn't. I took the chair and swung again, breaking the other half of the window. There was now a huge hole, perfect for me to get out of. â€Å"Rose!† Dimitri's voice triggered some instinctive response in me. I glanced back and saw him still grappling with Galina. They were both exhausted, but it was clear he was getting the worst of it. But in their fighting, he kept trying to restrain her in a way that exposed her chest to me. His eyes met mine. Back when he'd been a dhampir, we'd rarely needed words to convey our thoughts. This was one of those times. I knew what he wanted me to do. He wanted me to stake her. I knew I shouldn't. I needed to hop out that window right now. I needed to let them keep fighting, even though it seemed obvious Galina was about to win. And yet†¦ despite my misgivings, some force drew me across the room, stake poised and ready. Maybe it was because I would never fully lose my pull to Dimitri, no matter what kind of monster he'd become. Maybe it was an unconscious sense of duty, since I knew he'd just saved my life. Or maybe it was because I knew one Strigoi was going to die tonight, and she was the more dangerous. But she wasn't easy to get hold of. She was fast and strong, and he was having a hard time with her. She kept wriggling around, trying to renew her attack. All she'd need to do was incapacitate him as I had; then it'd just require decapitation or burning to finish him off. I had no doubt she could arrange either. He managed to turn her slightly, giving me the best view of her chest I'd had. I moved forward-and then Dimitri slammed into me. I was addled for a moment, wondering why he'd attack me after saving me, until I realized he'd been pushed-by Nathan. Nathan had just entered the library, along with Marlen. It distracted Dimitri but not me. I still had the opening he'd given me on Galina, and I plunged my stake into her chest. It didn't go in as deeply as I would have liked, and she still managed to fight me, bucking hard. I grimaced and pushed forward, knowing the silver had to be affecting her. A moment later, I saw the pain twist her face. She faltered, and I pushed my advantage, shoving the stake in all the way. It took several seconds, but she eventually stopped moving, her body crumpling to the ground. If the other Strigoi noticed her death, they didn't pay attention. Nathan and Marlen were fixated on Dimitri. Another Strigoi-a female I didn't recognize-soon joined the face-off. I jerked my stake out of Galina and slowly began backing toward the window, hoping I wouldn't attract too much attention. My heart went out to Dimitri. He was outnumbered. I could possibly lend my strength and help him fight†¦ Of course, my strength was fading. I was still suffering from days of vampire bites and blood loss. I'd fought two Strigoi tonight and killed a powerful one. That had been my good deed, removing her from the world. The next best thing I could do would be to leave and let these Strigoi finish off Dimitri. The surviving ones would be leaderless and less of a threat. Dimitri would be free of this evil state, his soul finally able to move on to better places. And I would live (hopefully), having helped the world by killing more Strigoi. I bumped against the windowsill and looked out. Nighttime-not good. The sheer side of the manor was not ideal for climbing, either. It could be done, but it would be time consuming. I didn't have any more time. Directly below the window was a thickly leafed bush of some sort. I couldn't see it clearly and only hoped it wasn't a rosebush or something equally sharp. A second floor drop wouldn't kill me, though. Probably wouldn't even hurt-much. I climbed over the ledge, briefly meeting Dimitri's gaze as the other Strigoi moved in on him. The words came to me again: Don't hesitate. Dimitri's important lesson. But it hadn't been his first one. His first had been about what to do if I was outnumbered and out of options: Run. Time for me to run. I leapt out the window.