Toussaint LOuverture and the Haitian Revolution

Toussaint LOuverture and the Haitian Revolution This investigation will cover the topic of the Haitian Revolution (1791-1804) with the specific focus of the revolutionary leader, Toussaint LOuverture. The research question is: To what extent did the leadership of Toussaint LOuverture result in the success of the Haitian Revolution? Two of the sources used in this investigation include the translation of an autobiography of Toussaint LOuverture and a book on the Haitian Revolution. Memoir of General Toussaint LOuverture The autobiography of Toussaint LOuverture is a primary source as it was written by the revolutionary leader himself during his life. LOuverture wrote this account of the revolution and his role in it after the Haitian Revolution while he was in prison in 1803. This autobiography is significant to this investigation because it directly tells his account of the events and will be important in investigating LOuvertures role in the revolution. This document contains value for its origin because it is a first hand account of an important historical figure. The autobiography begins with LOuverture stating that he was commanded by the French government to give a truthful account and reflection, thus giving it its value from purpose. This source also has value from its content because LOuverture discusses battles, important figures, and communications between nations and leaders in great detail. This document is limited by its origin because LOuverture originally wrote this autobiography in French so the document in examination is a translation. A limitation in its purpose is that it was written to account the Haitian side of the conflict and therefore is biased because he was only examining one side. A limitation in its content is that this document is only one mans view and it does not present anything from the opposing French view. A Concise History of the Haitian Revolution The next source is a book on the history of the Haitian Revolution written by Popkins, an American professor and scholar. It was published in 2012, long after the events of the Haitian Revolution, and it is all based on archival research so it is a secondary source. This significance of this document to this investigation is that it will provide a big picture account and analysis of the Haitian Revolution and of Toussaint LOuvertures role. This source has value because it was created for the purpose of historical accuracy and looking at multiple views. Additionally, this source has value for its origin because the author had no personal connection to the events, eliminating potential bias due to the author belonging to one side of the conflict. The author is also stated to be an expert in French and Haitian history, further eliminating bias because of limited knowledge. A value in its content is that this book examines interpretations from many different sources. A limitation by the content of this source is that the author has no personal knowledge of the events of the Haitian Revolution or of Toussaint LOuverture. The source is also limited by its origin because it was created a long time after the events it covers. Additionally, it is limited because it was created for the purpose of making a concise overview of the Haitian Revolution, limiting the detail and specific knowledge included in it. Part B: Investigation Word count: 1255 The Haitian Revolution was a bloody uprising and the only successful slave revolt in history (Girard 28) . Haiti was a French slave colony until the slaves revolted against France. The revolution resulted in the liberation of the slave population and the creation of a black republic. The slaves had no formal organization and therefore relied on the leadership of one man: Toussaint LOuverture. General LOuverture was of African heritage, speaking a native African tongue as well as French (Myers 6). His life as a slave gradually improved as he was promoted to higher positions and was allowed to live a comfortable lifestyle, including family life, profit, and education (Rainsford 243). His access to education and literature was crucial to his ability to lead militarily and politically. He gained his freedom after fifty years of slavery, by which time he had developed strongly rooted ideals about his race and their emancipation (Beard 22). When the slave revolts began, LOuverture did not immediately join the fight and instead, seeing how brutal the uprising slaves were, decided to be patient (Rainsford 246). This demonstrates that LOuverture did not have any role in beginning the slave revolts because he did not join the cause until later. Once he did join the fight, he served as a soldier, and soon was promoted to various leadership roles, under a general known for his brutality (246). At this time, the slaves were filled with rage and passion and they carried out violent attacks. LOuverture saw this and realized that change was not going to come about in this manner. (244). This knowledge laid the basis for LOuvertures level headed approach to war and politics. The slave revolts were generally disorganized and haphazard (Rainsford 243), as none of these slaves had military or political training, let alone basic education. LOuverture joined the revolt equipped with the knowledge to lead a military and political uprising and the character to solicit followers (Rainsford 244). LOuverture had much success as a general fighting the French and a as a nation builder. He claims in his autobiography that the peace and economic success of the island were all [his] work (Louverture Memoir 295). It would seem that LOuvertures leadership had created a functioning society out of a slave state. Haiti had a working economy under his leadership because he focused the economy on the agricultural production which had been the status quo during French rule when the island produced large amount of coffee and sugar for Europe (295). Although many Haitians were angry with the relatively unchanged economy, it worked to stabilize the infant nation (Rainsford 240). General LOuverture was very successful at leading the slave armies. Along with his assisting generals, Christophe and Dessalines, he was able to pressure all British forces who were at the time in conflict with the revolutionaries to withdraw from the island (Bell 114). He was also very successful in negotiating with the French General Leclerc, who misrepresented Frances orders by attacking LOuverture and his forces. LOuverture was able to calmly respond by arranging a diplomatic meeting and creating a resolution about territorial boundaries, proving his advanced diplomatic ability (Louverture Memoir 296). He also proved advanced military ability by defending cities against French Gen. Rochambeau. One specific battle was at La Croix, during which LOuverture fought off Rochambeaus force which far outnumbered his own (304). Dessalines and Christophe also proved very capable and they worked cohesively with each other and with LOuverture (301).ÂÂ   LOuvertures leadership empowere d the Haitian people and the slave armies and his reputation had such a lasting effect that he became a heroic figure for anti slavery activism in the U.S. He was described by some activists in the mid-1800s as being among historys greatest men (Clavin 38).ÂÂ   His character became a symbol of anti slavery idealism and, on a larger scale, of racial equality (35). LOuverture was proof of the ability of black men to achieve feats comparable to white men, showing that the races were equal (38). His success had revolutionary implications because this was the first time a black slave population had ousted a white population (Popkins 6). It is consistently accepted by the preceding sources that LOuverture is the man who lead the Haitians to freedom and the start of an independent nation. However, LOuverture had no role in declaring the independence of the nation because at the time he was in prison in France. In 1802 LOuverture was imprisoned by France until his death in 1803 (Louverture Memoir 305). Thus, he was absent during the finals days of the revolution. After his imprisonment, Christophe and Dessalines continued the fight and forced out the French armies of Rochambeau and Leclerc (Dubois 41). It was Dessalines, in fact, who officially declared Haitis independence and named the nation (History.com). Popkins book, A Concise History of the Haitian Revolution, discusses the less romantic side of LOuvertures rule. LOuverture put in place an authoritarian government with the goal of protecting the freedom of the black population, with himself as the head figure (Popkins 90). The new government had to be able to pro tect the people from other revolts within the nation, as well as from invasion from other nations (91). The fact that there were other revolts within Haiti itself demonstrates that LOuverture was not completely successful at achieving unity. In a letter to the people of Haiti, LOuverture says that some of the Haitians provoke the disunity of citizens and the disorganization of the current state of affairs, showing that the country was not unified (LOuverture Letter). LOuverture implemented increasingly violent means to maintain his authority, because the Haitian people did not wish to cooperate with him and in fact, many resented his authority (Popkins 91). Popkins work tells the events from a different angle than the previously discussed sources. While Popkins is not directly contradicting Clavins statement that LOuverture was a great man, he provides us with some contradictory evidence of LOuvertures political achievement (Clavin 38). It becomes clear, then, that LOuvertures leade rship was not flawless, as it is portrayed in some ideological accounts of the man. In summary, Toussaint LOuverture was a qualified leader who rose to command the slave armies of the Haitian Revolution. He played an important role in unifying the slave armies as well as building a functioning nation. LOuverture was crucial in organizing the Haitians in revolution against the French and his authoritarian rule kept the nation together despite internal conflict. His character was admired by Haitians at the time and by American anti slavery activists. The general, however, does not play the singular role of Haitian liberator. LOuverture had no role in the beginning of the revolutionary cause, and he had no role in the declaring of independence. Furthermore, there are contrasting views of LOuverture: as an idealized hero and as an authoritarian ruler. Many authors write of the general as an impressive man and a symbol of racial equality, yet there is also evidence of him being violent and unsuccessful in unification. To LOuvertures credit, the local situation was far to o combustible for gradual reform, and he did all that any man could to stabilize the nation (Brown 4). He did more than any other one person did in the efforts to establish the free nation of Haiti. In conclusion, General Toussaint LOuverture was a pivotal figure in the success of the slave armies and in the building of the Haitian nation, but he did not lead the Haitian slaves completely from oppression to republic. Part C: Reflection Word count: 412 In my investigation, I discovered that the modern-day view of Toussaint LOuverture is one of an idealized hero. His image has been used by many biographers to support anti slavery movements and to explore racial equality. Many secondary accounts of LOuverture give the man high praise and essentially create him as an ideological figure rather than a historical figure. While this situation provides ample works praising LOuverture, it creates an issue in which it is challenging for historians to find purely factual accounts as well as opposing accounts of his role in the Haitian Revolution. I examined primary and secondary sources in my investigation. The secondary sources proved valuable in that they provide big picture looks at the events surround LOuverture and the revolution. The primary source of LOuvertures memoir proved valuable because it provided first hand accounts of events which are likely to be accurate and truthful. I was challenged with my primary source because it provid e only small areas of information, lacking the big picture view of the Haitian revolution which I found in my secondary sources. I learned from this the challenges that historians face when creating secondary historical works based on primary sources. When doing my research, I located the parts of each work dealing specifically with Toussaint LOuverture. Some of my sources covered much more than my area of focus so I had to limit where I looked within each source. I then organized my sources by their purpose in my investigation: information on Toussaints life, positive views of his leadership, and skeptical views of his leadership. While in many areas of research facts can be obtained with pure objectivity, historical research does not have this luxury. In my investigation I gained awareness of the challenges historians face in finding accurate information. Historical archive-based research is challenging because all works contain some level of bias. Another issue I faced is that there is limited documentation available addressing the opposing sides to the Haitian Revolution. This is because the French and European people paid little attention to the slave revolts at the time (Popkins 10). This leaves historians with a limited scope of documentation from which to create secondary accounts. It is the role of the historian to discern the accuracy of sources by evaluating their value and limitations, which I did in my own investigation. I also learned from my investigation that the significance of historical figures may change over time due to historians purposes for writing. Works Cited Beard, John Relly. The Life of Toussaint LOuverture, the Negro Patriot of Hayti: Comprising anÂÂ   Account of the Struggle for Liberty in the Island, and a Sketch of Its History to the Present Period. Chapel Hill, NC: U of North Carolina, 2012. Questia School. Web. 15 Mar. 2016. Bell, Madison Smartt. Toussaint Louverture: A Biography. New York: Pantheon, 2007. Print. Beard, J. R., and James Redpath. Toussaint LOuverture: A Biography and Autobiography. Freeport, NY: for Libraries, 1971. Print. Brown, Gordon S. Toussaints Clause: The Founding Fathers and the Haitian Revolution. Jackson, MS: U of Mississippi, 2005. Questia School. Web. 15 Mar. 2016. Clavin, Matthew J. Toussaint Louverture and the American Civil War: The Promise and Peril of a Second Haitian Revolution. Philadelphia: U of Pennsylvania, 2010. Questia School. Web. 28 Mar. 2016. Dubois, Laurent. Haiti: The Aftershocks of History. New York: Metropolitan, 2012. Print. Girard, Philippe R. Haiti: The Tumultuous Historyfrom Pearl of the Caribbean to Broken Nation. New York: Palgrave Macmillan, 2010. Print. History.com Staff. Haitian Independence Proclaimed. History.com. AE Television Networks, 2010. Web. 11 Apr. 2016. LOuverture, Toussaint. Letter to the Citizens of Color and Free Negroes of Saint-Domingue by Haiti 1791. Themarxists.org. Trans. Mitch Abidor. Marxists.org, 2007. Web. 09 Apr. 2016. Louverture, Toussaint. Memoir of Toussaint LOuverture. Boston: James Redpath, 1863. Print. Myers, Walter Dean, and Jacob Lawrence. Toussaint LOuverture: The Fight for Haitis Freedom. New York: Simon Schuster for Young Readers, 1996. Print. Popkin, Jeremy D. A Concise History of the Haitian Revolution. Malden, MA: Wiley-Blackwell, 2012. Questia School. Web. 15 Mar. 2016. Rainsford, Marcus. An Historical Account of the Black Empire of Hayti Comprehending a View of the Principal Transactions in the Revolution of Saint Domingo, with Its Antient and Modern State. London: J. Cundee, 1805. Print.

Cisco Products and Specific Customer Groups

In August of 2001, just months after Cisco System reported its first loss a a public company ($ 2. 7 billion), John Chambers, president and CEO, announced a major restructuring that would transform Cisco from a decentralized operation organized around customer groups to a centralized one focused on technologies. This restructuring not only risked destabilizing the large, complex organization during an economic downturn, but more importantly, threatened Cisco’s ability to remain customer-focused, a hallmark of the company’s culture and success since its first product was created in 1986.In order to maintain communication and stimulate ongoing collaboration among the newly independent functional areas, Cisco introduced coordination mechanisms that enable the companies to remain customer-focused. Introduction John Chambers became president and CEO of Cisco Systems in 1995. Over the course of the next several years, the decisions he made and the changes he implemented chall enged traditional business practices, and resulted in incredible growth for the company. When Chambers first started, Cisco was generating annual revenues of $2. 2 billion; just six years later, the company was generating annual revenues of $22.3 billion.All of those results, however, were threatened in the 2001 market downturn. Earlier in the year, the explosive growth in the sales of hardware supporting the Internet began to show serious signs of slowing down, and Cisco Systems, like the rest of the technology industry, was facing the repercussions of the demise of the Internet boom and the first economic downturn in more than a decade. Start-ups, which had enjoyed the benefits of a buoyant stock market, and telecommunications companies began cutting back their overextended IT and network budgets.As a result of the falling demand, Cisco announced its first loss as a public company ($2. 69 billion) in the fiscal quarter ended April 28, 2001 and cut 18% of its workforce. In August, Chambers announced a major organizational restructuring that would transform Cisco from a decentralized operation focused on specific customer groups to a centralized one focused on technologies. While recognizing that a centralized, functional structure was necessary to avoid product and resource redundancies, Chambers also realized that it risked making the company less customer-focused.At the time of the announcement, Chambers asserted that Cisco’s customer-centric culture would offset this drawback, but he knew that more needed to be done to ensure that an organization as large as Cisco would remain customer-focused—technology companies simply could not afford to lose 1 sight of the customer. Chambers knew then that he needed to implement a formal, crossfunctional structure that would keep the company in touch with its customers. Chambers found himself considering an ambitious idea that, if executed, could transform both his company and conventional organizational strategy.He asserted that if Cisco implemented a crossfunctional system of executive-level committees, or councils, that fostered a culture of teamwork and collaboration that the company could scale beyond what anyone else thought possible. The benefits were clear—the cross-functional councils would bring the leaders of different functions together to collaborate and focus on the needs and issues of specific customer groups. Cisco could enjoy the benefits of being a functional organization while retaining its customer-centricity. Still, implementing such a system would be difficult.Many other companies had previously failed at facilitating collaboration across functions, especially large organizations such as Cisco. Chambers began asking himself questions. Would Cisco’s employees, many of whom were accustomed to a command-and-control system, accept a more collaborative model? Could they function in such a system, even with training? Would a cross-functional system work in such a large functional organization? Furthermore, if Cisco moved forward with this idea, how many councils should be formed? How large should they be? Who would sit on and chair them?Where would the decision making power reside? And finally, how could a system be implemented without creating a matrix organization that would impede decision making and generate conflict? These were all important questions, many of which for Chambers did not yet have answers. They were also questions that would discourage most executives from taking the chance. Still, Chambers understood Cisco’s employees and knew what they were capable of. He also knew that if they could succeed, the company would become even stronger financially and organizationally.With 2002 approaching, and the organizational restructuring already being implemented now was the time to act. Market Transformation Despite the challenges presented by the 2001 market downturn, Cisco overcame the sudden drop in product demand . In fact, the company became even stronger after the downturn. By the end of July 2007, Cisco was generating more than $30 billion in revenue and employing 61,535 employees worldwide. Cisco’s total revenue for FY 2007 ($34. 9 billion) was an increase of approximately 23% over FY 2006 revenue’s of $28. 5 billion.Net Income was $7. 3 billion GAAP and $8.4 billion non- GAAP, while Earnings per Share was $1. 17 GAAP (increase of 31% year over year) and $1. 34 non-GAAP (increase of 22% year over year). Part of Cisco’s post-downturn resiliency and success was the result of a transformation in its market focus and product offerings. Signs of this transformation were evident shortly before the downturn, when Cisco invested in its first comprehensive advertising campaign, including television and print, that asked the question, â€Å"Are You Ready? † with the goal of raising consumer awareness of its networking-equipment business and its plans to connect Internet users with its routers and switches.Because Cisco realized that it could not solely rely upon existing demand, the company began diversifying the products it offered and who it was selling those products to. By 2007, Cisco had successfully expanded into advanced technologies such as unified communications, wireless local area networking, home networking, application networking services, network security, storage 2 area networking, and video systems. These advanced technologies resulted in the growth of Cisco’s enterprise (large business) and service provider segments.For instance, by 2007, more than 8 million unified IP phones had been installed worldwide (Cisco was the market share leader in the enterprise voice marketplace); Cisco’s Catalyst 6500, a highperformance modular switch that converges data center, campus, and wide-area network in a single system, surpassed $20 billion in sales; and Cisco’s enterprise customer installed base recently surpassed the 3 million wireless access points milestone. 3 Cisco was also able to successfully integrate the aforementioned advanced technologies with its core routing and switching technologies in products such as its Integrated Services Routers.Additionally, Cisco announced in June 2007 that it had shipped 900 of its Carrier Routing System (CRS-1), which provided continuous system operation to telecommunications service providers and research organizations, since its introduction in 2004. Cisco claimed that customers understood the leadership, total cost of ownership, flexibility, and investment protection advantages they would receive when they installed a Cisco product, which was designed to allow customers to easily and cost-effectively add marketleading voice, data, security, wireless, and other capabilities to their existing Cisco networks.This strategy differentiated Cisco from many of its competitors, which are usually present in only one or two product categories or customer segments, an d often do not integrate their products from an architectural perspective. In a conference call discussing Q4 and FY 2007 financial results, Chambers commented on the importance of this balance and integration: â€Å"We believe that there are a number of factors that are unique to Cisco’s ability to grow.First is our unique balance across over two dozen product areas, four customer segments, and across major developed and emerging countries†¦From a product perspective, we approach the market with an end-to-end architecture where the products are first loosely then tightly integrated together, rather than focusing on individual routers, switches, security, wireless, storage, unified communications, or other standalone products. In addition to diversifying its product and service offerings, Cisco transformed its market focus by finding new growth opportunities in developing economies.Because Chambers knew these opportunities would not get the attention they needed from st andard geographic sales coverage, he created a new sales â€Å"theater† called Emerging Markets, which included 138 countries around the world, regardless of location. Instead of every theater having several emerging markets in their portfolio viewed as low priorities, all the emerging markets were unified into one theater with the same resources and expectations of the other theaters. While several sales leaders functioned throughout the emerging markets, one sales senior vice president (SVP) was ultimately responsible for each theater.Members of the Emerging Markets sales team met with government and business leaders in various countries to discuss â€Å"how Cisco could help their countries develop a stronger economy through Internet access to education, healthcare, and business opportunities†. These and other efforts throughout the theater paid off—growth for FY 2007 in Cisco’s Emerging Markets theater was 40%, the highest growth rate of all five theat ers (e. g. North America; Europe; Asia Pacific; Japan; and Emerging Markets).This performance made Chambers even more confident about the value of emerging markets. â€Å"Our architectural strategy in emerging markets is working extremely well,† he said in the conference call. â€Å"Barring some major economic or political surprises across many of these emerging countries, I would expect this theater to have the potential to grow more than twice the average growth rate of the other four theaters, if we execute effectively. † 3 2001 Organizational Restructuring Cisco also transformed and expanded its market focus through acquisitions.Before the downturn (1993–2000), Cisco was known for its acquisitions; it acquired 71 start-up companies that specialized in both its core and advanced areas, with 41 of those acquisitions occurring between 1999 and 2000. While emerging markets and acquisitions were key in helping Cisco survive the downturn, the company’s 2001 organizational restructuring played an even more important role. In its early days as a start-up, Cisco Systems was organized as a centralized engineering organization. As the company grew rapidly after going public in 1990, it adopted a business unit structure that was organized around primary product groups.This structure lasted until 1997, when the company reorganized itself around three semi-autonomous lines of business, each focusing on a distinct customer type: service providers, large enterprises, and small and medium-sized businesses, which Cisco characterizes as the â€Å"commercial† segment. Within this structure, each of the three lines of business developed and marketed its own products to its specific customer groups. This decentralized organization was created to meet the differing requirements of service providers and SMBs, two groups of customers that were growing rapidly at that time.By creating separate business units, Cisco attempted to meet the needs of e ach without compromise. However, as the market downturn brought about slowing demand and falling revenues, the negative aspects of the segment-centric grouping became clear. Organized behind lines of business focused on the different segments, redundancies in technological development were certainly not surprising—coordination across all technologies relevant to a customer group came at the expense of replicating technology development across customer groups.Still, redundancies became more noticeable at Cisco in the harsh economic environment faced by the company. Each business unit designed and sold its own products to customers in a particular industry, even though each business line produced some similar, if not interchangeable, products. Moreover, differences between customer segments had begun to blur: some enterprise business products suited service provider needs, but the service provider business lacked knowledge of, and access to, them. In some cases, each line of bu siness had a different technology or solution for the same problem.By summer 2001, for example, Cisco had eight different teams developing technology to transmit telephone calls over Internet protocol (IP) networks. As one manager stated, â€Å"Before, we had a service provider customer, enterprise customer, and SMB customer, and we built a complete product line for that customer set. What that did cause was a great deal [of] redundancy of engineering and innovation†¦we had to build the same thing three times over and make things that are 80% the same three times over to satisfy the three requirements. † Facing the realities of the market downturn, Cisco made a change.On August 23, 2001, the company announced a major restructuring that, CEO John Chambers enthused, would bring Cisco closer to its customers, encourage teamwork, and eliminate product and resource overlaps. Cisco shifted from a decentralized operation focused on specific customer groups to a centralized one focused on technologies. Engineering was reorganized around eleven technology groups: Access, Aggregation, Cisco IOS Technologies, Internet Switching and Services, Ethernet Access, Network Management Services, Core Routing, Optical, Storage, Voice, and Wireless.Although the product groups were divided based on 11 technologies, Cisco retained three sales groups based on customer type. Between the technology and sales groups, a central marketing organization was installed to integrate products and technologies into solutions for the customer. A cross-functional â€Å"solutions engineering team† was charged with bringing the 4 different technologies together in a lab, testing them to ensure integration, and then creating blueprints that the customer would use to implement the solution.Marketing and engineering—previously segmented by customer type—were centralized under the chief marketing officer and the chief development officer, respectively. Cisco also expected the new structure to promote more rapid technical innovation by eliminating overlap in R&D. The old structure inhibited the exchange of ideas because engineers worked in separate silos—a solution in one area might have suggested a solution in another, but, claimed one executive, â€Å"You might not hear about it for six months if you are in another business unit.†Implementing the Reorganization While a centralized, functional structure would help Cisco avoid product and resource redundancies, it also carried the risk of making the company less customer-focused because the company was organized around product, and not customer, groups. Whereas before each of the three lines of business developed and marketed its own products to its specific customer groups, each functional unit was now committed to a specific technology, which entailed the risk of dismissing the customer.Despite this risk, however, Cisco moved forward, trusting that its customer-centric approach would offset the effects of a functional structure. Customer advocacy had been imprinted on the company during its founding, when Cisco engineers were building customized products for end users with fairly idiosyncratic needs: â€Å"When we started, we made routers, which were basically software devices, and the sales people would literally go out, talk to the customer, the customer would say ‘I need this protocol,’ and they’d say, ‘We’ve got that.We’ll get the code to you in a week. ’ They would go back, tell the engineering guys that they had to develop it, and the engineers would do it,† said a senior manager. â€Å"That kind of stuff really sets the culture of the company; your job is to figure out what problem you are solving for the customer. And what you do everyday, setting up your activities, your tasks, your programs, your projects, your priorities, is in alignment with that notion of solving the customer’s problem.â € The goal was to try and preserve this customer-focused culture that had been engrained in Cisco ever since its founding. However, managers realized even at the time of the 2001 reorganization that maintaining the same level of customer focus would become increasingly difficult as Cisco grew larger in size. Because the reorganization threatened to push the company away from the customer and towards a more functional structure, Chambers knew that Cisco could not lose its customer-centricity.When asked in 2007 how Cisco was able to maintain its customer focus through the reorganization, he said, â€Å"[Customer focus] has been deeply embedded in our DNA since I came here almost seventeen years ago, and while I’m a very collaborative leader, there are certain aspects of our culture, our vision, our strategy, which are non-negotiable, and customer focus is one of them. † To ensure that this culture would not change, Cisco responded in various ways during the reorganiza tion.

Civilian in Space

I can only imagine what it would be like traveling to space. It is not something I sit around and think about doing. Those who had the pleasures of going to space, like the astronauts, are those who had been preparing for such a career. This does not make me want to go to space, going to space Is like dying and going to the other side, you just do not know what to expect. Science tells us that space Is like a never ending hole. This sounds a little creepy, but space really Is not all that scary, It Is quite amazing actually.Science tells us that space Is a galaxy with many stars, planets, and rocks. However, I am against civilians In space because clansman are Inexperienced and the cost can become extremely high. If It takes astronauts years to train In order to travel to space, what chances do a Cleveland has? The story, â€Å"Clansman In Space,† states, â€Å"Traveling beyond Earth has been a privilege for a select few, namely, astronauts. † Civilians must be more qua lified than the average astronaut. They must understand the dynamics and velocity of space.In case of an emergency, would a civilian know what to do? The story â€Å"Civilians in Space† gives many fascinating examples like: it is an â€Å"Amazing Experience,† and â€Å"The view of Earth and the stars must be spectacular, and the experience of living in zero gravity would be fascinating. † Equally important to training is the cost of civilians traveling to space. The cost to traveling back and forth to space ranges in the billions, according to the story, â€Å"Civilians in Space. † This money comes from â€Å"Corporate Sponsorship.When civilians lack the knowledge, danger is expected, the story states, â€Å"There are many unknown risks involved. † Then there is the matter of insurance. Car insurance here, on earth, is extremely high; can you imagine the cost of insurance to go to space. In the story, â€Å"Civilians in Space† it states â⠂¬Å"Companies that specialize in manufacturing travel, marketing, insurance, law, and finance would all have to be involved. † The most important point in the story that expresses a major point of view is how Problems like poverty and disease† should be a priority over taking me into space.All in all, space traveling should be left to the experts. Traveling in space is ministering. However, it is not like going to the mall, Movie Theater, out to dinner, or to Disney World. It is not all about the basic that fascinates civilians to want to travel to space, but about trained experts that can cope with any surprises at any given moment. Civilian in Space By abominating make me want to go to space, going to space is like dying and going to the other side, o Just do not know what to expect.Science tells us that space is like a never ending hole. This sounds a little creepy, but space really is not all that scary, it is quite amazing actually. Science tells us that space is a galaxy with many stars, planets, and rocks. However, I am against civilians in space because civilians are inexperienced and the cost can become extremely high. If it takes astronauts years to train in order to travel to space, what chances do a civilian has? The story, â€Å"Civilians in Space,†

The Insanity Of Hamlet By William Shakespeare - 1517 Words

The Insanity in Hamlet Insanity, a theme explored by multiple authors in countless classic selections, has instilled itself as one of the darkest and interesting themes in the literary world. In Shakespeare’s legendary Hamlet, the audience questions the sanity of Hamlet and Ophelia constantly, as well as that of the other characters. As the story progresses, this becomes more and more relevant, bringing the reader to consider the causes and effects of the characters’ mental states on the resolution of the literary work. Hamlet obviously suffers from, at best, a mediocre sense of reason. Even as the conflict of the plot began to first arise, Ophelia becomes curious about Hamlet’s possible madness when he visits her after seeing the ghost.†¦show more content†¦Though Polonius’s death clearly occurred at the hand of Hamlet, the location of the body remains secret and Hamlet entrusts no one to know where it rests; nor does he trust anyone to know why the remains of his victim must stay so secret. Hamlet makes his secrecy obvious when he states, In heaven. Send thither to see. If your messenger find him not there, seek him i th other place yourself. But if, indeed, you find him not within this month, you shall nose him as you go up the stairs into the lobby,† (Shakespeare 104). On the contrary, Gertrude’s sanity never really becomes a subject of question by any character within the story, but one cannot believe she maintains a healthy state of mind if she considered marrying her husband’s brother. It does not help her case that Claudius killed her husband. She loves him undyingly in a way only a mad person could. Hamlet wonders how on earth she would willingly marry her husband’s brother only two months after his death. â€Å"A little month; or ere those shoes were old With which she followed my poor father s body Like Niobe, all tears; — why she, even she, (O God! a beast that wants discourse of reason, Would have mourn d longer!) married with mine uncle, My father s brother; but no more like my father Than I to Hercules: within a month; Ere yet the salt of most unrighteous tears Had left the flushing in her galledShow MoreRelatedMental Insanity In Macbeth And Hamlet By William Shakespeare952 Words   |  4 PagesWilliam Shake speare uses insanity to contrast characters in his tragedies. Shakespeare often uses stress as a trigger to spiral his characters into this state of mind. Shakespeare’s tragedies Macbeth and Hamlet both contain characters that experience a great deal of stress and fall into mental unrest. 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