Situational Theory of Leadership

Situational Theory of Leadership Theories Print The Situational Theory of Leadership By Kendra Cherry facebook twitter Kendra Cherry, MS, is an author, educational consultant, and speaker focused on helping students learn about psychology. Learn about our editorial policy Kendra Cherry Reviewed by Reviewed by Amy Morin, LCSW on October 01, 2019 facebook twitter instagram Amy Morin, LCSW, is a psychotherapist, author of the bestselling book 13 Things Mentally Strong People Dont Do, and a highly sought-after speaker. Learn about our Wellness Board Amy Morin, LCSW on October 01, 2019 Chris Ryan / Getty Images More in Theories Behavioral Psychology Cognitive Psychology Developmental Psychology Personality Psychology Social Psychology Biological Psychology Psychosocial Psychology In This Article Table of Contents Expand 4 Primary Leadership Styles Maturity Levels Leadership Styles and Maturity Flexible Leadership Model SLII Model SLII Leadership Styles Situational Factors View All Back To Top The situational theory of leadership suggests that no single leadership style is best. Instead, it all depends on the situation at hand and which type of leadership and strategies are best-suited to the task. According to this theory, the most effective leaders are those that are able to adapt their style to the situation and look at cues such as the type of task, the nature of the group, and other factors that might contribute to getting the job done. Situational leadership theory is often referred to as the Hersey-Blanchard Situational Leadership Theory, after its developers, Dr. Paul Hersey, author of The Situational Leader, and Kenneth Blanchard, author of One-Minute Manager. Hersey and Blanchard’s Leadership Styles Hersey and Blanchard suggested that there are four primary leadership styles: Telling (S1): In this leadership style, the leader tells people what to do and how to do it.Selling (S2): This style involves more back-and-forth between leaders and followers. Leaders sell their ideas and message to get group members to buy into the process.Participating (S3): In this approach, the leader offers less direction and allows members of the group to take a more active role in coming up with ideas and making decisions.Delegating (S4): This style is characterized by a less involved, hands-off approach to leadership. Group members tend to make most of the decisions and take most of the responsibility for what happens. Maturity Levels The right style of leadership depends greatly on the maturity level (i.e., the level of knowledge and competence) of the individuals or group. Hersey and Blanchards theory identifies four different levels of maturity, including: M1: Group members lack the knowledge, skills, and willingness to complete the task.M2: Group members are willing and enthusiastic, but lack the ability.M3: Group members have the skills and capability to complete the task, but are unwilling to take responsibility.M4: Group members are highly skilled and willing to complete the task. Matching Leadership Styles With Maturity Levels The Hersey-Blanchard model suggests that the following leadership styles are the most appropriate for these maturity levels: Low Maturity (M1)â€"Telling (S1)Medium Maturity (M2)â€"Selling (S2)Medium Maturity (M3)â€"Participating (S3)High Maturity (M4)â€"Delegating (S4) A Flexible Leadership Model A more telling style may be necessary at the beginning of a project when followers lack the responsibility or knowledge to work on their own. As subordinates become more experienced and knowledgeable, however, the leader may want to shift into a more delegating approach. This situational model of leadership focuses on flexibility so that leaders are able to adapt according to the needs of their followers and the demands of the situation. The situational approach to leadership also avoids the pitfalls of the single-style approach by recognizing that there are many different ways of dealing with a problem and that leaders need to be able to assess a situation and the maturity levels of subordinates in order to determine what approach will be the most effective at any given moment. Situational theories, therefore, give greater consideration to the complexity of dynamic social situations and the many individuals acting in different roles who will ultimately contribute to the outcome. The SLII Model The Situational Leadership II (or SLII model) was developed by Kenneth Blanchard and builds on Blanchard and Herseys original theory. According to the revised version of the theory, effective leaders must base their behavior on the developmental level of group members for specific tasks. The developmental level is determined by each individuals level of competence and commitment. These levels include: Enthusiastic Beginner (D1): High commitment, low competence.Disillusioned Learner (D2): Some competence, but setbacks have led to low commitment.Capable But Cautious Performer (D3): Competence is growing, but the level of commitment varies.Self-Reliant Achiever (D4): High competence and commitment. SLII Leadership Styles SLII also suggests that effective leadership is dependent on two key behaviors: supporting and directing. Directing behaviors include giving specific directions and instructions and attempting to control the behavior of group members. Supporting behaviors include actions such as encouraging subordinates, listening, and offering recognition and feedback. The theory identifies four basic leadership styles, including: Directing (S1): High on directing behaviors, low on supporting behaviors.Coaching (S2): High on both directing and supporting behaviors.Supporting (S3): Low on directing behavior and high on supporting behaviors.Delegating (S4): Low on both directing and supporting behaviors. The main point of SLII theory is that not one of these four leadership styles is best. Instead, an effective leader will match his or her behavior to the developmental skill of each subordinate for the task at hand. Important Situational Factors Experts suggest that there are four key contextual factors that leaders must be aware of when making an assessment of the situation. These factors include: Leaders need to consider the relationship between the leaders and the members of the group. Social and interpersonal factors can play a role in determining which approach is best. For example, a group that lacks efficiency and productivity might benefit from a style that emphasizes order, rules, and clearly defined roles. A productive group of highly skilled workers, on the other hand, might benefit from a more democratic style that allows group members to work independently and have input in organizational decisions.The leader needs to consider the task itself. Tasks can range from simple to complex, but the leader needs to have a clear idea of exactly what the task entails in order to determine if it has been successfully and competently accomplished.The level of authority the leader has over group members should also be considered. Some leaders have power conferred by the position itself, such as the capacity to fire, hire, reward, or reprimand subordinates. Other leaders gain pow er through their relationships with employees, often by gaining respect from them, offering support to them, and helping them feel included in the decision-making process.As the Hersey-Blanchard model suggests, leaders need to consider the level of maturity of each individual group member. The maturity level is a measure of an individuals ability to complete a task, as well as his or her willingness to complete the task. Assigning a job to a member who is willing but lacks the ability is a recipe for failure. Being able to pinpoint each employees level of maturity allows the leader to choose the best leadership approach to help employees accomplish their goals.

Situational Theory of Leadership

Situational Theory of Leadership Theories Print The Situational Theory of Leadership By Kendra Cherry facebook twitter Kendra Cherry, MS, is an author, educational consultant, and speaker focused on helping students learn about psychology. Learn about our editorial policy Kendra Cherry Reviewed by Reviewed by Amy Morin, LCSW on October 01, 2019 facebook twitter instagram Amy Morin, LCSW, is a psychotherapist, author of the bestselling book 13 Things Mentally Strong People Dont Do, and a highly sought-after speaker. Learn about our Wellness Board Amy Morin, LCSW on October 01, 2019 Chris Ryan / Getty Images More in Theories Behavioral Psychology Cognitive Psychology Developmental Psychology Personality Psychology Social Psychology Biological Psychology Psychosocial Psychology In This Article Table of Contents Expand 4 Primary Leadership Styles Maturity Levels Leadership Styles and Maturity Flexible Leadership Model SLII Model SLII Leadership Styles Situational Factors View All Back To Top The situational theory of leadership suggests that no single leadership style is best. Instead, it all depends on the situation at hand and which type of leadership and strategies are best-suited to the task. According to this theory, the most effective leaders are those that are able to adapt their style to the situation and look at cues such as the type of task, the nature of the group, and other factors that might contribute to getting the job done. Situational leadership theory is often referred to as the Hersey-Blanchard Situational Leadership Theory, after its developers, Dr. Paul Hersey, author of The Situational Leader, and Kenneth Blanchard, author of One-Minute Manager. Hersey and Blanchard’s Leadership Styles Hersey and Blanchard suggested that there are four primary leadership styles: Telling (S1): In this leadership style, the leader tells people what to do and how to do it.Selling (S2): This style involves more back-and-forth between leaders and followers. Leaders sell their ideas and message to get group members to buy into the process.Participating (S3): In this approach, the leader offers less direction and allows members of the group to take a more active role in coming up with ideas and making decisions.Delegating (S4): This style is characterized by a less involved, hands-off approach to leadership. Group members tend to make most of the decisions and take most of the responsibility for what happens. Maturity Levels The right style of leadership depends greatly on the maturity level (i.e., the level of knowledge and competence) of the individuals or group. Hersey and Blanchards theory identifies four different levels of maturity, including: M1: Group members lack the knowledge, skills, and willingness to complete the task.M2: Group members are willing and enthusiastic, but lack the ability.M3: Group members have the skills and capability to complete the task, but are unwilling to take responsibility.M4: Group members are highly skilled and willing to complete the task. Matching Leadership Styles With Maturity Levels The Hersey-Blanchard model suggests that the following leadership styles are the most appropriate for these maturity levels: Low Maturity (M1)â€"Telling (S1)Medium Maturity (M2)â€"Selling (S2)Medium Maturity (M3)â€"Participating (S3)High Maturity (M4)â€"Delegating (S4) A Flexible Leadership Model A more telling style may be necessary at the beginning of a project when followers lack the responsibility or knowledge to work on their own. As subordinates become more experienced and knowledgeable, however, the leader may want to shift into a more delegating approach. This situational model of leadership focuses on flexibility so that leaders are able to adapt according to the needs of their followers and the demands of the situation. The situational approach to leadership also avoids the pitfalls of the single-style approach by recognizing that there are many different ways of dealing with a problem and that leaders need to be able to assess a situation and the maturity levels of subordinates in order to determine what approach will be the most effective at any given moment. Situational theories, therefore, give greater consideration to the complexity of dynamic social situations and the many individuals acting in different roles who will ultimately contribute to the outcome. The SLII Model The Situational Leadership II (or SLII model) was developed by Kenneth Blanchard and builds on Blanchard and Herseys original theory. According to the revised version of the theory, effective leaders must base their behavior on the developmental level of group members for specific tasks. The developmental level is determined by each individuals level of competence and commitment. These levels include: Enthusiastic Beginner (D1): High commitment, low competence.Disillusioned Learner (D2): Some competence, but setbacks have led to low commitment.Capable But Cautious Performer (D3): Competence is growing, but the level of commitment varies.Self-Reliant Achiever (D4): High competence and commitment. SLII Leadership Styles SLII also suggests that effective leadership is dependent on two key behaviors: supporting and directing. Directing behaviors include giving specific directions and instructions and attempting to control the behavior of group members. Supporting behaviors include actions such as encouraging subordinates, listening, and offering recognition and feedback. The theory identifies four basic leadership styles, including: Directing (S1): High on directing behaviors, low on supporting behaviors.Coaching (S2): High on both directing and supporting behaviors.Supporting (S3): Low on directing behavior and high on supporting behaviors.Delegating (S4): Low on both directing and supporting behaviors. The main point of SLII theory is that not one of these four leadership styles is best. Instead, an effective leader will match his or her behavior to the developmental skill of each subordinate for the task at hand. Important Situational Factors Experts suggest that there are four key contextual factors that leaders must be aware of when making an assessment of the situation. These factors include: Leaders need to consider the relationship between the leaders and the members of the group. Social and interpersonal factors can play a role in determining which approach is best. For example, a group that lacks efficiency and productivity might benefit from a style that emphasizes order, rules, and clearly defined roles. A productive group of highly skilled workers, on the other hand, might benefit from a more democratic style that allows group members to work independently and have input in organizational decisions.The leader needs to consider the task itself. Tasks can range from simple to complex, but the leader needs to have a clear idea of exactly what the task entails in order to determine if it has been successfully and competently accomplished.The level of authority the leader has over group members should also be considered. Some leaders have power conferred by the position itself, such as the capacity to fire, hire, reward, or reprimand subordinates. Other leaders gain pow er through their relationships with employees, often by gaining respect from them, offering support to them, and helping them feel included in the decision-making process.As the Hersey-Blanchard model suggests, leaders need to consider the level of maturity of each individual group member. The maturity level is a measure of an individuals ability to complete a task, as well as his or her willingness to complete the task. Assigning a job to a member who is willing but lacks the ability is a recipe for failure. Being able to pinpoint each employees level of maturity allows the leader to choose the best leadership approach to help employees accomplish their goals.

Beyonce As A Mediated Symbol - 1524 Words

Taylor Covington PID: 720409631 Comm 140 Paper #2 Bryanne Young Beyoncà © as a Mediated Symbol Beyoncà ©. She’s one of the world’s most beloved pop stars, idolized and respected by millions of women and men around the world. What is it that makes Beyoncà © Knowles â€Å"Queen B† among the young people of today’s society? To state it simply, it is her role as a mediated symbol. She is an idol of women empowerment and beauty. Beyoncà ©, as a powerful and renowned black woman, alters the pre-existing hegemonic ideology of â€Å"white male† equaling power and success in American society. In doing so, she also reinforces the more modern concepts of this Post-Fordist society by â€Å"keeping different from the Jones’†. Though some sources disagree, this essay will argue that because of society’s hegemonic ideology surrounding what constitutes power and the â€Å"ideal woman†, Beyoncà © has become a revolutionary symbol representing minority and women empowerment through the use of media. As an symbol she has and is continuing to demonstrate more modern ideological structures, which in turn demonstrates continuously changing societal ideologies. Before delving into the specifics as to what makes Beyoncà © a revolutionary mediated symbol, it is important to shed light onto exactly what it means to be a symbol. In his introduction to The Semiotics of Eating and Drinking (2012), Paul Manning defines a symbol as â€Å"a sign that stands for its object by convention alone,† (p.10). In America, when we see a photograph ofShow MoreRelatedSocial Media And Its Impact On Society2655 Words   |  11 Pagesgender, sexuality, and class, and develop vocabulary and formal concepts with which to discuss race. She outlined six aspects to racial literacy: (a) racism as a ‘contemporary problem rather than a historical legacy,’ (b) how race and racism are ‘mediated by class, gender inequality, and heterosexuality,’ (c) the â€Å"cultural and symbolic value of Whiteness,† (d) racial identities are learned, (e) a ‘racial grammar and vocabulary,’ and (f) how ‘to interpret racial codes an d racialized practices’ (TwineRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesCulture Creates Climate 516 †¢ Culture as a Liability 517 Creating and Sustaining Culture 519 How a Culture Begins 519 †¢ Keeping a Culture Alive 519 †¢ Summary: How Cultures Form 523 How Employees Learn Culture 523 Stories 523 †¢ Rituals 524 †¢ Material Symbols 524 †¢ Language 524 Creating an Ethical Organizational Culture 525 Creating a Positive Organizational Culture 527 Spirituality and Organizational Culture 529 What Is Spirituality? 529 †¢ Why Spirituality Now? 530 †¢ Characteristics of a Spiritual Organization

Biography Of James Harold Doolittle Raid - 871 Words

James Harold Doolittle lived from 1896 to 1993, died at age nighty-six year-old, and he dedicated almost eighty years in his life to aviation. Living through the First and the Second World Wars, Doolittle began his aviation career as an army pilot since he enrolled in the Signal Corps of the U.S. Army during the First World War. Doolittle soon found his talent and passion in aviation, which made him a famous pilot already in 1922 when he became the fist person who flew coast to coast in under twenty-four hours in the United States. In addition to his participation in aviation, Doolittle was the first to bring up the idea of flying through any conditions with obstacles to visibility, and he pioneered instrument flying and helped to develop instruments. Then in 1929, he took off, flew, and landed with only instruments, also known as â€Å"blind flight†. However, the event that made Doolittle household around the world was the Doolittle Raid, which was an aerial raid on the Japan ese homeland planned by him. By looking at the achievements of James Doolittle, people consider him one of the most important people in aviation. James Harold Doolittle was born on December 14th, 1896 in California; however, he spent his youth with his parents, Frank Henry Doolittle and Rosa Cerenah Shephard, in Nome, Alaska. Eventually James’s mother and him left Frank behind and returned to California, where James attended and graduated from Manual Arts High School in 1914. James attended to the

Low Hanging Fruit And Its Effects On The Education Of...

Virtually every school district in the country has been or is currently facing the need to reduce their budget. In the last two years, budget cuts have become far more common in school districts than ever recorded. Some schools are able to cushion the effects of the reductions by shifting fundings around or pulling out reserves, but there is no debate to the fact that these cuts have, in one way or another, a negative impact on the education of students in school districts. Some strategies to reduce fundings in schools are easier to approach rather than others. In many school districts, the emphasis is put unto reducing individual budget line items. An example of one of these convenient strategies is cutting off â€Å"low-hanging fruit†. 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Computers Mimic The Human Mind Essay Example For Students

Computers Mimic The Human Mind Essay ComputersMimic The Human MindThe mind-body problem has captivated theminds of philosophers for centuries. The problem is how the bodyand mind can interact with each other if they are separate and distinct. One solution to the problem is to replace any mental term with a more accuratephysical description. Eliminative Materialists take this idea tothe extreme by stating that everything that is believed to be mental willsomeday be explained in terms of the physical world. One way thatpeople try to prove Eliminative Materialism to be true is through technology. Certainly if we are able to create computers and software that mimic thehuman mind, then Eliminative Materialism is a sound solution to the mind-bodyproblem. In order to examine if computers actually do mimic the humanmind then we must first look at the capabilities of the human mind. If one looks closely at the capabilities of the human mind and comparesthem to the most recent technological advances, then it would be obviousthat computers and software are beginning to mimic even the most advancedmental states. In the future, computers will be able to do anythingthe human mind is capable of thus proving Eliminative Materialism to bea sound solution to the mind-body problem. Most of the day the human mind is takingin information, analyzing it, storing it accordingly, and recalling pastknowledge to solve problems logically. This is similar to the lifeof any computer. Humans gain information through the senses. Computers gain similar information through a video camera, a microphone,a touch pad or screen, and it is even possible for computers to analyzescent and chemicals. Humans also gain information through books,other people, and even computers, all of which computers can access throughsoftware, interfacing, and modems. For the past year speech recognitionsoftware products have become mainstream(Lyons,176). All of the waysthat humans gain information are mimicked by computers. Humans thenproceed to analyze and store the information accordingly. This isa computers main function in todays society. Humans then take allof this information and solve problems logically. This is where thingsget complex. There are expert systems that can solve complex problemsthat humans train their whole lives for. In 1997, IBMs Deep Bluedefeated the world champion in a game of chess(Karlgaard, p43). Expertsystems design buildings, configure airplanes, and diagnose breathing problems. NASAs Deep Space One probe left with software that lets the probe diagnoseproblems and fix itself(Lyons). All of this shows that computersare capable of taking information and solving complex problems. Thisis where current technology put obstacles in the way of Artificial Intelligence. The human mind is a complex system of braincells or neurons which accomplishes all of these tasks. Silicon chips,the hardware a computer, is extremely similar to the human brain. The human brain has over ten billion cells, and the largest cell has 200,000inputs(Levin,30). Neurons run in parallel which adds up to trillionsof connections per second. Most PCs run about thirty million connectionsper second. This is a far cry from the capabilities of the humanmind but as technology advances neural technology will begin to close thegap between the two. This is the major obstacle to tackle inorder to build a machine that thinks the same way that a human brain does. Think of it this way. The human mind has had thousands of years toevolve into what we understand of it today. The field of ArtificialIntelligence roots started in 1965. As we learn more about the humanmind and neural network technology improves we will be able to hurdle allobstacles to mimicking the human mind. .uc6befe19e65f7d319a558bac4c4cebb0 , .uc6befe19e65f7d319a558bac4c4cebb0 .postImageUrl , .uc6befe19e65f7d319a558bac4c4cebb0 .centered-text-area { min-height: 80px; position: relative; } .uc6befe19e65f7d319a558bac4c4cebb0 , .uc6befe19e65f7d319a558bac4c4cebb0:hover , .uc6befe19e65f7d319a558bac4c4cebb0:visited , .uc6befe19e65f7d319a558bac4c4cebb0:active { border:0!important; } .uc6befe19e65f7d319a558bac4c4cebb0 .clearfix:after { content: ""; display: table; clear: both; } .uc6befe19e65f7d319a558bac4c4cebb0 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc6befe19e65f7d319a558bac4c4cebb0:active , .uc6befe19e65f7d319a558bac4c4cebb0:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc6befe19e65f7d319a558bac4c4cebb0 .centered-text-area { width: 100%; position: relative ; } .uc6befe19e65f7d319a558bac4c4cebb0 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc6befe19e65f7d319a558bac4c4cebb0 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc6befe19e65f7d319a558bac4c4cebb0 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc6befe19e65f7d319a558bac4c4cebb0:hover .ctaButton { background-color: #34495E!important; } .uc6befe19e65f7d319a558bac4c4cebb0 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc6befe19e65f7d319a558bac4c4cebb0 .uc6befe19e65f7d319a558bac4c4cebb0-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc6befe19e65f7d319a558bac4c4cebb0:after { content: ""; display: block; clear: both; } READ: Aeneas as Fated Hero EssayThere are computer scientists, engineers,and neurologists researching solutions for these obstacles as you read. The human brain is capable of creativity, learning and emotions. These are the areas where computers lack the technology to compete withhumans but they are working on it. Take creativity for example. Aaron, an invention of Harold Cohen, produces artwork that Cohenhas no way of predicting what Aaron is going to do(Boden). Not onlyis the artwork an original painting but it is also pleasant to look at. Paul Hodgsons program Improviser is a music composer that plays a uniqueperformance in real time(Boden). This does not prove that a computerhas creativity in the same sense that humans do but it is a start. Human creativity springs from association. One has spontaneous thoughtsor actions that are a result of many different past experiences that arerelated by this new thought. Copycat, the brain child of Hofstadter,is closer to this type of thought than any other program(Boden). In her article Artificial Genius Boden states Hofstadter believes thatcapturing the processes that make up creative thinking in a computer programis possible, given that computer could be made big enough and fast enoughto rival the vast complexity of the human brain.Artificial intelligence experts are startingto mimic the human brains function of learning. Scientists at MITare trying to create a machine that simulates the way that humans learnthrough the senses. The robot stated out as a baby, that is no codeto base decisions on. Rodney Brooks, the developer, is concentratingon eye-hand coordination and face recognition and hoping that one day itwill use the information to make discoveries of it own(Smith). DougLenat is trying to teach a computer common sense in hope that the computerwill reason on its own(Smith). He is trying to accomplish thisby manually entering over two million common sense statements such as iceis frozen. Geoffrey Yuen is developing a robot that can learn todo t asks that are too dangerous for humans. Yuen is trying to teach therobot to find a location, remember that site, and return to the same spot. He most first teach the robot to move around obstacles, process information,and learn from its experiences by using the information in future action(Smith). Although these are extremely simple tasks it is a break through on thefrontier of computers learning from past experiences. Emotions is an area of artificial intelligenceis just beginning to research in this year. If computers could haveemotional intelligence then they would be able to respond to the user. Dr. Bernhrd Kammeer is teaching devices how to detect and interpret speech,facial expressions, and finger movements. In the article Computerswith Attitudes Udo Flohr states, Emotional intelligence, these scientistspropose, will help machines recognize and adapt to the users actions andintentions, offering help and support when needed or scaling down the amountof time interaction to fit stressful situations. This would onlysatisfy understanding emotions, what about actually experiencing them?Infantile emotions are a result of interacting with other people. Cynthia Breazeal developed Kismet, a robot that socially interacts andhas emotions. This is accomplished by human drives that become satisfiedor not by human stimulus. The robot reacts accordingly. Happinessis shown by an open mouth and raised eyebrow and eyelids. Sadnessis shown by a clamped mouth, lowered ears and eyelids(Fung). Kismethas the emotions of a new born child that could evolve into full humanemotions. Kismet means destiny. The destiny of EliminativeMaterialism could lie in the hands of such innovations. All of this being proved true then EliminativeMaterialism will be proven a sound solution to the mind-body problem. .u894fe1484814d9b2473bf2d759d6efda , .u894fe1484814d9b2473bf2d759d6efda .postImageUrl , .u894fe1484814d9b2473bf2d759d6efda .centered-text-area { min-height: 80px; position: relative; } .u894fe1484814d9b2473bf2d759d6efda , .u894fe1484814d9b2473bf2d759d6efda:hover , .u894fe1484814d9b2473bf2d759d6efda:visited , .u894fe1484814d9b2473bf2d759d6efda:active { border:0!important; } .u894fe1484814d9b2473bf2d759d6efda .clearfix:after { content: ""; display: table; clear: both; } .u894fe1484814d9b2473bf2d759d6efda { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u894fe1484814d9b2473bf2d759d6efda:active , .u894fe1484814d9b2473bf2d759d6efda:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u894fe1484814d9b2473bf2d759d6efda .centered-text-area { width: 100%; position: relative ; } .u894fe1484814d9b2473bf2d759d6efda .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u894fe1484814d9b2473bf2d759d6efda .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u894fe1484814d9b2473bf2d759d6efda .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u894fe1484814d9b2473bf2d759d6efda:hover .ctaButton { background-color: #34495E!important; } .u894fe1484814d9b2473bf2d759d6efda .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u894fe1484814d9b2473bf2d759d6efda .u894fe1484814d9b2473bf2d759d6efda-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u894fe1484814d9b2473bf2d759d6efda:after { content: ""; display: block; clear: both; } READ: Bastille EssaySo why do so many people believe that computers will never be able to thinklike human beings? Why do so many people reject the idea machineswill be able to have the ability to learn, be creative, and have emotions?It is due to their religion or belief that human brains are more than justa huge mass of cells working together in that they can experience metaphysicaltransformations(Wright). Elliminative materialism scares the crapout of these people which happens to be the majority of the world. Eliminative Materialism needs to be taken with an open mind. So ourbrain is a natural computer but it is the best and brightest computer thathas evolved over thousands of years(Hinrichs). There should be nothingdehumanizing about this solution to the mind-body problem. In hisbook Consciousness Explained, Daniel Dennett notes, Artificial intelligenceis progressing, creating smart machines that process data somewhat theway human beings do. As the trend continues it will become clearerthat were all machines, that Ryles strict materialism was basically ontarget, that the mind-body problem is in principle solved(Wright). This summary of Dennetts book is right on the mark when computers mimicthe human mind.

Torture, Not Culture - Female Genital Mutilation Essays (1187 words)

Torture, Not Culture - Female Genital Mutilation annon (AN INSIGHT INTO FEMALE GENITAL MUTILATION) Female circumcision, better known as Female Genital Mutilation, is an ugly monster finally rearing its head from out of the depths of time. It can attack a girl at any age, with a little prompting from her society, and the aid of an unsuspecting human wielding the knife. Usually, it is performed from a few days after birth to puberty, but in some regions, the torture can be put off until just before marriage or the seventh month of pregnancy (Samad, 52). Women that have gone beyond the primary level of education are much less likely to fall victim to the tradition (Men's..., 34). The average victim is illiterate and living in a poverty-stricken community where people face hunger, bad health, over-working, and unclean water (Female..., 1714). This, however, is not always the case. As one can see in the following story of Soraya Mire, social classes create no real barriers. Soraya Mire, a 13-year-old from Mogadishu, Somolia, never knew what would happen to her the day her mother called her out of her room to go buy her some gifts. When asked why, her mother replied, I just want to show you how much I love you. As Soraya got into the car, she wondered where the armed guards were. Being the daughter of a Somolian general, she was always escorted by guards. Despite her mother's promise of gifts, they did not stop at a store, but at a doctor's home. This is your special day, Soraya's mother said. Now you are to become a woman, an important woman. She was ushered into the house and strapped down to an operating table. A local anesthetic was given but it barely blunted the pain as the doctor performed the circumcision. Soraya was sent home an hour later. Soraya broke from her culture's confining bonds at the age of 18 by running away from an abusive arranged marriage. In Switzerland, she was put in a hospital emergency room with severe menstrual cramps because of the operation. Seven months later, the doctor performed reconstructive surgery on her. Now in the U.S., Soraya is a leading spokeswoman against FGM (Bell, 58). In addition to being active in the fight against FGM, she is a American filmmaker. She has come a long way. Being well-educated about the facts of FGM also brings to light the ugly truth. It is happening on American soil, insists Soraya. Mutilations are occurring every day among innigrants and refugees in the U.S. (Brownlee, 57). Immigrants have also brought the horrifying practice to Europe, Australia, and Canada (McCarthy, 14). Normally, it is practiced in North and Central Africa (Men's..., 34), the Middle East, and Muslim populations of Indonesia and Malaysia (Female..., 1714). Although it seems to have taken root in Muslim and African Christian religions, there is no Koranic or Biblical backing for FGM (Men's..., 34). Many times female circumcision is treated as a religion in itself. It can be a sacred ritual meant to be kept secret forever. As a woman told poet Mariama Barrie, You are about to enter Society {sic}, and you must never reveal the ritual that is about to take place. (Barrie, 54). The ritualistic version of FGM is much more barbaric than the sterile doctor's world which Soraya Mire passed through. Mariama Barrie had to endure the most severe form of FGm at the tender age of ten. Mariama's torture is known as infibulation. There is also excision and sunna. Infibulation consists of the removal of the entire clitoris, the whole of the labia minora and up to 2/3 of the labia majora. The sides of the vulva are sewn or held together by long thorns. A small opening the size of the tip of a matchstick is left for the passage of menstrual blood and urine. Excision is a clitoridectomy and sometimes the removal of the labia minora; sunna is the only type that can truthfully be called circumcision. It is a subtotal clitoridectomy (Female..., 1714). To put this in perspective, infibulation would be like cutting off a man's penis completely, cutting the testicles to the groin, and making a hole in them to have the semen siphoned out (McCarthy, 14). But still, it can get worse. The instruments that can be used to perform the operation are usually crude and dirty. they can include kitchen knives, razor blades, scissors, broken glass, and in some regions, the teeth of the midwife. Because of this, there are many dangers threatenng the victim. The most