History - Museum Objects Essay Example | Topics and Well Written Essays - 3000 words

History - Museum Objects - Essay Example al languages have essentially three component parts, one of which is the direct use of signs and symbols in the form of objects and space while the other two, non-verbal communication such as gestures and body language and verbal communication such as speech and writing, can also be preserved somewhat in the objects that are left behind and can help in determining the culture from which the object originated. Because objects share a role in the interrelated social communication modes of a particular society, the interpretation of these objects may differ from one society to the next or even one time period to the next. The way in which it is interpreted can not only provide significant contextual clues to the society from which it was produced, but can also reflect the understanding of the society attempting to place the object within its correct contextual space. In addition, that exact same object, for example a specific vase, may take on different contextual meanings as it passes through time, originally used as a container for liquid, later taking on the ashes of a dearly departed relative and finally symbolizing perhaps a golden age in the progression of a nation. â€Å"[An object] can never convey one single message, uncorrected, unambiguous and unqualified. Different social perceptions, needs and changing attitudes will see to that.†2 In order to better understand how different objects can reveal different stories, this paper will take a look at three specific objects – a decanter made by William Burges and a MacIntosh chair both on display at the Victoria and Albert Museum and the Grande Ludovisi Sarcophagus in the National Museum of Rome – examining the provenance, contexts and different stories or ‘readings’ offered of each. In terms of its socio-historical context, this decanter captures the opulence and elaborate detail of the later Victorian period in which a great deal of the artwork designed represented a return to some of the more

John Holland's Theory applied to secondary school in Hong Kong Research Paper

John Holland's Theory applied to secondary school in Hong Kong - Research Paper Example Rather than praising the theory per se, this paper further highlights its limitations in Hong Kong setting. John Holland’s theory of vocational choice has for many years been a dominant force in vocational psychology and careers counselling and guidance. The theory was originally formulated in the USA in the 1950s influenced by Holland’s experiences as a careers counselor (Gibson & Mitchell, 2006). Sharf (2006) further explains that this theory has subsequently grown significantly to become what it is today. Based on this theory therefore, John Holland holds that people and their occupational environments are clearly characterized by their close resemblance to each of the six identified ‘pure types’. Additionally, Holland believes that a good match between an individual and the environment will have a number of beneficial outcomes when other things are kept equal (Inkson, 2007). As observed by Herr et al (2004), Holland makes an attempt to explain that career decision making is an important aspect of career choice and career development. This basically forms the theoretical explanation of this paper in exploring the application of Holland’s theory in decision-making styles of career choice. The paper also attempts to relate the application of this theory to secondary school setting in Hong Kong and its limitations. John Holland’s theory has been cited by a number of researchers as the most studied amongst all other career counseling theories. Leung & Chen (2007) argue that Holland’s theory of careers portrays individuals and environments as a single set of six types into which most people across cultures of the world can be classified. In view of this, Holland classified people into six dominant types outlined below. The Realistic (R) type has frank, conforming, inflexible, practical, un-insightful and asocial individuals while Investigative (I) type is critical,

The Two Party System Essay Example for Free

The Two Party System Essay What are the advantages and disadvantages of the two-party system in the UK? The two- party system is not a new practice in British politics. Britain has been living under a two party system since the mid-seventeenth Century. However, this system is still a foundation of most ideas of British politics. Other than America, Britain is one of the only major countries that have a two party system. What are the advantages and disadvantages of this system? Is Britain afraid to change its system? If this system has been around for so long, it is because it has many advantages. First of all, the system advantages big parties with more seats. When a party wins an election, whether he has won by a majority or not, he gets a majority of seats. For example, when Labour won in 1997, they got 60% of the seats, although they had not won the election by a majority. This advantages the party because more seats mean more power and they can then impose their ideas on other parties and always be sure to pass legislation. This leads to our second advantage; a stronger executive. With this majority of seats, the party can, as we said before, pass on their laws easily, but also resist ministers. This advantages the voter as he is sure that the party he voted for will be making the law. For example, if Mr. Smith voted for Labour in the 1997 elections, then he is obviously in favour of their ideas and laws. So, when they make new decisions when they are in power, Mr. Smith is likely to be in favour of them, and so has a better chance of having the legislation passed. The voter is therefore privileged. Another advantage is that the voter has a clear choice. Because there is only one party elected, the elector can follow what the party is doing, i.e. whether it is keeping its promises or not. If the party does not do what it promised it would, then the voter can then hold it responsible at the next election. And because there is no coalition in British Government, then only one party can be responsible. For example: Lets say Conservatives promise during their campaign to make sensible decisions during conflicts. Then comes a conflict between Ireland and Northern Ireland. Conservatives, now in power, decide to bomb Northern Ireland. Because of this, the conflict becomes much harsher which leads to a war between Britain and Northern Ireland. The voter is then aware of the mistake Conservatives have made, and therefore can dismiss Conservatives at the next election. Although the two party system has these advantages, it seems to have more disadvantages. First of all, voters have a very limited choice when it comes to elections. In Britain there are various parties, but only two have been in power until now: Labour and Conservatives. Therefore, the voter seems to be obligated to choose between one and the other. And since they are opposites, they have completely different views. Its black or white. There is the party of Liberal Democrats, but the number of people voting for them is too little to be taken into consideration (hence the two-party system). For example: If Labour are arguing that Health Services should be 100% public and Conservatives want it to be 100% private, what will Mrs. Johnson do if she wants it half/half? It will be very hard for her to know who to vote for. The choice is too limited and therefore the two party system should be changed. Secondly, we may think that having a one party government makes it stronger and more stable, but in fact, in times of crisis, coalition is vital. And it is hard to believe that millions of individual voters all consciously coordinate and have the same ideas than the party. It is true that during the two great wars and during the 1931 economic crisis, British Government had to resort to coalition. It is too hard for one party alone to make all the decisions at times of war. Another drawback of the two party system is that all other parties are disadvantaged; the number of seats are not proportional to the percentage of votes a party has won. If a party wins an election, whether he had a majority of votes or not, he will get a majority of seats. This is unfair and undemocratic. Other parties get a very small number of seats and so hardly get a say during conferences. For example: Lets say during the 2003 elections, Labour get 44% of the votes, Conservatives get 31%, Liberal Democrats get 18% and the last 7% go to various parties. Labour are going to get 60% of the seats, Conservatives around 20%, Liberal Democrats around 10% and the rest will go to the other parties remaining. This is unfair as Labour did not get a majority of votes, and therefore should not win a majority of seats. The strongest disadvantage of this two party system is the First Past the Post election system. In Britain, the party who wins the election is the one that gets the most votes. If Conservatives get elected with 41% of the votes, while Labour got 36%, Liberal Democrats got 21% and remaining parties got 2%, then Britain will have a Government that only 41% of the country agrees with. Therefore 59% of the country will be dissatisfied. This is absurd and completely undemocratic. In France, a candidate can only be elected if he has an absolute majority (over 50% plus one vote). This way, it is certain that at least half of the population is satisfied. Moreover, the President has to elect a Prime Minister from the opposite party. Therefore there is a coalition between the two parties and voters are contented. Although the electoral system in Britain hasnt changed in years, it seems that there are more disadvantages than advantages in it. It is treating parties unequally, and this is unacceptable for a 21st Century Society. I think it is important to change this system, and then we will have a better chance of expressing our opinions through our elected parties. Politics is about freedom of expression and this system completely spoils our freedom. A State without the means of some change is without the means of its conservation. Edmund Burke

John Lewis Partnership Analysis

John Lewis Partnership Analysis This paper focuses on the strategic formulation of John Lewis partnership in initial phases of the firms online services, Ocado the online service that delivers Waitrose groceries) and the online shopping (johnlewis.com) website development from the 2000 to 2010. In the first instance, account of the company will be briefly discussed, together with the main activity, market share, key stakeholders and also financial overview of the company. Secondly, the identification of its generic strategy by using Porters model of generic strategy will be clearly defined. This will follow the discussion of the key activities that underpin the chosen generic strategy, a value chain analysis and how the added value creates a distinctive competence which leads to competitive advantage of the business. Companys overview John Lewis was first founded in 1864 by John Spedan Lewis partnered with his two brothers in Oxford Street, London. Waitrose joined the partnership in 1937 as a chain of 10 specialist food, followed shortly in the John Lewis partnership is Greenbee which is now called John Lewis Insurance and partnership card (John Lewis Partnership, 2010). Main activities of the company include providing customers with high quality groceries and non grocery items such as electrical goods, furniture, fashion, flowers and also financial services such as insurance and credit card services. As one of UKs top ten retailers, the company has about 31 John Lewis and 235 Waitrose supermarkets, an online and catalogue business, a direct services company, one production unit and a farm and continues to grow at a rapid pace (John Lewis Partnership, 2010). John Lewis Partnership argues to have a visionary and successful way of doing business, boldly putting the happiness of Partners at the centre of everything it does (John Lewis Partnership, 2010). It strives to differentiate itself from competitors by giving 100% ownership to partners who are also permanent staff of the company who are committed to serve customers with flair and fairness.(John Lewis Partnership, 2010, Bloomberg Business Week, 2010, Hambrick Fredrickson, 2005, Times Online, 2008). In addition, due to the Partners dedication and hard work, the company was ranked as the 3rd of the top 100 biggest privately owned companies in the UK during the year 2008 (Times Online, 2008) despite the economy downturn which led to drop one rank from previous year (Times Online, 2008). However, in the survey conducted by Which? revealed that in January 2009 John Lewis was ranked at the top of the list and also was voted as the Britains favourite retailer in 2010 the UK Consumer Satisfaction Index from the Institute of Customer Service (ICS) (John Lewis Partnership, 2010). Never Knowingly Undersold is the companys motto that has been used over 75 years, to promise customers that the company will always sell the lowest price in town (John Lewis Partnership, 2010, Bloomberg, Business Week, 2010). Charley Mayfield, the chairman of John Lewis partnership reports a strong performance within the first six month of 2010, an increase of gross sales by 12.4% and operating profit by 15.1% compared to last year (London Stock Exchange, 2010). Mayfield further reported a market share gain and strong growth in both John Lewis department store and Waitrose, one of the most notable increases was the underlying operating profit which rose by 59.4% (Bloomberg, Business Week, 2010) despite of the credit crunch. The benefits and profits gained from the business are shared equally among partners who are also permanent staff and co-owner of the business (John Lewis Partnership, 2010). The Formulation of strategy: Strategic aims Strategy is defined as the direction and scope of an organisation over the long term, which achieve advantage in a changing environment (Scholes et al., 2008). It is important for all organisations to have a strategy as without it, time and resources can easily be wasted (Hambrick Fredrickson, 2005). Organisations should analyse the competitive position of the market, formulate strategic aim then acquire the needed resources for implementing those chosen strategies (Porter, 1980). Furthermore, it is possible for the organisation to increase its resources and capabilities through sharing and generation of knowledge, learning and redeployment of existing resources in a new and more effective ways (Steve B. Alex H., 2007, Barney, 1991). In 1929, the founder of John Lewis partnership gave up the ownership of the company to the employees for the purpose of balancing the employees happiness and successful business (John Lewis Partnership, 2010). John Lewis (2010) had an ambitious vision of co-ownership by making employees happiness whilst developing steady business profit at the same time. This assertion has left a remarkable commercial history and is as alive today as it was 80 years ago (John Lewis Partnership, 2010). In addition, the founder created a governance system that is both commercial and democratic which will allow the company to gain competitive advantage by moving ahead quickly and also giving voice to every Partners who also co-owned the company (John Lewis Partnership, 2010). A recent study conceded that the more satisfied workers are with their jobs, the better the company is likely to perform in terms of profitability and particularly productivity (Hobson, 1998) with a variation of between 19% profitability and 18% productivity which are accounted in the way people are managed (Hobson, 1998, Steve et al.). According to the John Lewis partnership (2010) financial statements as shown on Table 1 below, illustrates that the business has grown significantly over the past 10 year, the turnover increased by 50% and net profit were also increased by 96% over the past 10 years. Therefore, the findings of the study (Hobson, 1998) conceded with the performance outcome of John Lewis (2010). At the onset, the strategic aim of the partnership was to experiment in industrial democracy and to establish a better form of business (John Lewis Partnership, 2010). As first movers of employee owned-business model, the partnership takes advantage of the resource and capability extending sources as the company was already in maturity. The resources that the company possessed extended the advantages of co-ownership structure that the partnership needed to sustain and enhance the strategic position as an outstanding retailer and a thriving example of employee ownership (John Lewis Partnership, 2010). Many public sector workers are now consider utilising John Lewis employee owned-business model after John Lewis staffs who are also partners embrace a big bonus of 15% that is equivalent to almost twice of monthly salary whilst public sector workers are threatened for a job loss due to government spending cuts (Julia, 2010). Therefore, the companys key strategic aims were built around the capabilities that employee owned-business model offered for creating added value to partners and customers (John Lewis Partnership, 2010). However, the long term strategic aims of John Lewis partnership were to give personal satisfaction to Partners by becoming members of a co-owned enterprise, retain customers loyal by giving value, choice, service and honesty, and create real influence over working lives whilst sustain business strength and gain competitive advantage which will allow continued development. To achieve these aims John Lewis Partnership would have to demonstrate the benefits of co-ownership and competitive behaviours that will differentiate the company from its competitors including outperforming the conventional companies. Internal Analysis: Generic strategy How firms compete and what strategies they choose are important questions for the economy (Ormanidhi Stringa, 2008) and a vital decision have to be made in order to determine the generic strategy of a business (Porter, 1980). In the case of John Lewis Partnership the choice was relatively simple. Although the Partnership sought to create a happy working environment, the key to competitive advantage lay in the real influence over working lives whilst providing added value and unrivalled service to the customers. The employee-owned business model for the retail venture entailed employees ownership and responsibilities for the business success by delivering the right experience for all customers whilst generating profits for the partners to share. In effect, John Lewis Partnership is a top ten retail company in the UK. It operates department stores, supermarkets chain and John Lewis Direct website which focus on home and giftware that have been ranked UKs top online shopping destinations consistently. A well known for its high customer satisfaction rating, upmarket chain targeted middle to upper class customers. However, the Partnership expanded its marketing strategy and has recently introduced a Value and Essential range to target all types of customers (John Lewis Partnership, 2010). The ability and efficiency to engage customers loyalty and trust by providing outstanding value, choice and service, the more customers would be retained and attracted to their departments, supermarkets and websites. The key to achieving this was to differentiate the benefits of co-ownership and partners behaviours against rivals including conventional retail companies. The key differentiators were to offer security, stability and fulfilling employment for the Partners who are also permanent employees of the company. Another compelling differentiator was the lower prices John Lewis could offer using Never knowingly undersold slogan. It was the first mover retailer to offer its customers the confidence that promised the customers cheapest price in the town. This principle has been used to monitor competitors and reduce own price if being undersold. Thus, this allows the Partnership to retain customers loyalty and trust by giving them confidence that they will never purchase similar product elsewhere which is undersold and if that is the case, then the customer is guaranteed to get a refund. As the employee-owned business model continue to grows in a rapid pace, in 2000 the Partnership successfully managed a network of over 31 major department stores and over 235 supermarkets stocking around 350,000 products. Particularly, the launch of Ocado online service that delivers Waitrose groceries and online shopping site (Johnlewis.com) led the business to be complex. The Partnership incorporate the use of RedPrairies Warehouse and workforce management system in order to build and retain customer loyalty whilst increase sales growth by maximise efficiency, ensure the product availability and speed delivery. This was another differentiator that underpinned the companys strategy for competitive advantage. John Lewis Partnership noticed that the cost reduction, sales growth and make the business profitable can be gained through the use of warehouse and workforce management system. Thereby, this allows them to practice Never knowingly undersold slogan thus reducing the cost burden to customers and offer products at a lower price. The Partnership and customers relationship depends on the ability of the company to sustain its competitive advantage (Scholes et al., 2008) despite many potential rivals imitating their business model (Pearce Robinson, 2008). Internal Analysis: Value chain analysis The value chain analysis focuses on how much value an organisations activities add to its products or services compared to the costs incurred in utilising resources in the productive process (Scholes et al., 2008, Raypor, 1995). Rayport (1995) further states that efficiency and effectiveness can be improve significantly if managers redesign their internal and external processes by doing value chain analysis. As value chain analysis helps managers to focus attention on configuring and coordinating resources on those activities that produce the product in the most efficient and effective way (Scholes et al., 2008, Pearce Robinson, 2008). Porter (1980) states that in order for the company to achieve competitive advantage, the managers should focus on two main areas when conducting a value chain analysis, one is the identification of the activities in which the company should perform and also the configuration of the firms activities that best enables added value to the product and allo ws the firm to compete. As previously mentioned, John Lewis Partnership can be described as a retailing company conducting its businesses online and in store. Primary activities have been described as directly concerned with the creation and delivery of product and services (Sholes, 2008, Porter, M. 1980). Thus, the key value adding activities that is associated with John Lewis Partnership can be identified using Porters Value Chain model (1985) are inbound and outbound logistics. Service can be added to these as ultimately, the success of the business model is determined by the superior service provided to customers. The use of warehouse and workforce management system allows optimisation in people, inventory and equipment to create a more agile, efficient and least distribution and also focus on performance culture. The Partnership in return, sees the productivity increased by 16%, labour costs reduced by 8%, enhanced stock availability, 40% improved of warehouse order picking and also delivery time decrease by 25%. Thus, the support activity underpinning the added value is in technology development. The ease of use system allows the company to cut overheads thus led to business growth and value-added developments that increase customer service and also when combined with other attributes as illustrated earlier creates a distinctive capability that rivals find difficult to match and hence lead to a competitive advantage. Conclusion The strategic aims of John Lewis Partnership depicts high level coherence between the partnership and the strategic choices, resources and capabilities that have been used to achieve its aims. The strategic choice of differentiation/narrow focus has enabled the company to focus on developing capabilities that improve performance and add value to customers. This, in turn, has led to the exponential growth of the business throughout the period 2000 to 2010 evidenced by increasing market share, turnover, profit, (as shown on Table 1) including increase in sales of products and services and strategic alliances and partnerships were also increased. Therefore, the key findings of the work clearly show that a competitive advantage has been achieved.

Contrasting Lucas Beauchamp of Go Down, Moses and Joe Christmas of Light in August :: comparison compare contrast essays

Contrasting Lucas Beauchamp of Go Down, Moses and Joe Christmas of Light in August  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚  Ã‚   Lucas Beauchamp, found in Intruder in the Dust and Go Down, Moses, is one of William Faulkner's most psychologically well-rounded characters. He is endowed with both vices and virtues; his life is dotted with failures and successes; he is a character who is able to push the boundaries that the white South has enforced upon him without falling to a tragic ending. Living in a society which believes one drop of black blood makes a person less than human and implies criminal tendencies, a society in which men like Joe Christmas are hunted and killed for fear of racial mixing, Lucas is a character who contradicts all that we have come to expect from a typical tragic character of mixed blood, such as Joe Christmas or Charles Bon. By contrasting the Lucas Beauchamp we find in the "The Fire and the Hearth" section of Go Down, Moses to a model tragic figure such as Joe Christmas from Light in August, one can measure Lucas' success by his own merit, not by his white ancestry. Environment is key to understanding Faulkner's characters.  Ã‚   Daniel J. Singal argues Faulkner's intentions of creating Lucas Beauchamp as a "model transitional identity," a bridge from Jim Crowism to the end of segregation (268).   Segregation produces a structure of society that feels threatened by that which cannot be arranged into the roles of hierarchy. Andre Bleikasten states, "To divide is to pass judgment, to name the categories of good and evil, to assign them to fixed locations, and to draw between them boundaries not to be crossed" (326). Jefferson society divides its citizens into categories of black and white. Each individual knows where he or she stands; each knows at a glance which category every other citizen belongs to, and treats others accordingly. Any deviation from this structure is a threat to the society (326). In Light in August, Joe Christmas poses such a threat to Jefferson society because he is able to cross the boundaries. He looks white, but allege dly has black blood. He never acted like either a nigger or a white man. That was it. That was what made the folks so mad. For him to be a murderer and all dressed up and walking the town like he dared them to touch him, when he ought to have been skulking and hiding in the woods, muddy and dirty and running.

Standardized Tests Do Not Measure Student Achievement Essay example --

Standardized testing has been around since the mid 1800’s. Even though testing has been around for a long time it is still debated whether or not it should precisely â€Å"score† students. Students have been subjected to standardized tests frequently through their years in school due to laws which have been passed by Congress. Decisions about the evaluation of schools and students are recurrently made by government authority and are often not in the best interest of teachers, students, or their classroom environments. What do students achieve from standardized testing? Achievement means something that somebody has succeeded in doing. â€Å"Achievement is more than just test scores but also includes class participation, students’ course-taking patterns, and teachers’ professional development patterns†(Harris, Harris, Smith). How can a test score show someone’s satisfaction or what they believe success is? The tests aren’t that advanced in today’s technology. The tests do prepare students for more important tests such as the ACT, SAT, ASVAB, ect†¦Testing patterns have also been disputed such as drawing a Christmas tree, or limit a letter choice to a certain number of blanks filled in. This does not help the students or the educators in this essence. It does not test the students’ full potential to what they have learned from their educator, it just simply tests the students’ ability to guess quickly under pressure (Walberg). These tests a re usually briefly timed. Depending on how the student paces his or herself depends on how well he or she can take the test, because the student still needs to think logically. Under these circumstances students rush to finish the test forcing them to think illogically, resulting in a low score ul... ...8 Nov. 2013. Popham, W.James. "Why Standardized Tests Don't Measure Educational Quality." Educational Leadership. N.p., n.d. Web. 8 Nov 2013. www.ascd.org/publications/educational-leadership/mar99/vol56/num06/Why- standardized-tests-don't-measure-educational-quality/ "Standardized Tests." procon.org. N.p., 01 Nov. 2013. Web. 11 Nov 2013. . "Standardized Testing: No Child Left Behind." Lawserver. N.p.. Web. 13 Nov 2013. Walberg, Herbert J. "Standardized Tests Effectively Measure Student Achievement." Standardized Testing. Ed. Dedria Bryfonski. Detroit: Greenhaven Press, 2012. At Issue. Rpt. from "Stop the War Against Standardized Tests." Defining Ideas: A Hoover Institution Journal (20 May 2011). Opposing Viewpoints In Context. Web. 8 Nov. 2013.

Angry men analysis

In the beginning of the movie, Jury number 1 seems to be an â€Å"emergent leader† (An emergent leader gradually achieves leadership by interacting with group members and contributing to the achievement of the group's goal, page 113). From the start he has started folding papers for voting, and the other Jurors seem to follow him. When he said we would like to get started, they all gather on the table. The type of leadership he is showing is â€Å"democratic† (a democratic leader promotes the interests of group members and practices social equality, page 117).He asks for input from the other Jurors on how they should do the discussion. Pretty much he is the one controlling the flow of the discussion. He is also an â€Å"initiator† (Proposes ideas and suggestions; provides direction for the group; gets the group started, page 58). When the group Just came back from break he said, â€Å"Now let's get started. Who wants to start it off? † However, during the movie Henry Found seems to starting to take over gradually by leading the group of â€Å"not guilty'. He looks more like the emergent leader towards the end of the movie.During the discussion, some of the Jurors are acting as â€Å"deserter† (Withdraws from the group; appears â€Å"above it all† and bored or annoyed with the discussion; remains aloof or stops contributing, page 61) by playing games, left the room, even the group leader Our no. L) was about to desert the group because he feels that the group thinks that his way of doing things is not right. The juror that wants to leave the discussion because he wants to watch a game almost â€Å"deserts† the discussion by changing his vote to â€Å"not guilty' so that the discussion would end earlier.Toward the middle of the discussion, one of the Jurors was taking totes and trying to build up a solid fact from the discussion while the other Jurors are talking. He was doing an â€Å"analytical listening†, which focuses on evaluating and forming appropriate opinions about a message. It requires critical thinking and analysis (page 193). The climate changes moderately throughout the film. It starts off with a good climate, then it gets tighter when the Jurors start arguing until even some of them feels that the other is being insensible. Nonverbal communications† (message components other than words that generate meaning, page 163) that were shown in the discussion are for example, Jurors playing games hill the others are talking, throwing papers, etc. As for verbal communication (focuses on how you use words and language, page 163), there are changes in vocal tone by the Jurors that were aggravated by some other Jurors that changed their mind to â€Å"not guilty'. The Conflict starting at the beginning of the movie when the jurors were trying to answer the question, â€Å"Is the suspect guilty? † .Henry Found decided to go against the other 11 Jurors by voting â€Å" not guilty' for the suspect. This raised a â€Å"substantive conflict† (Occurs when a member disagrees about issues, ideas, decisions, actions or goals†, page 211). The group does not like that decision, so the goal cannot be reached. Henry Found was very strong in his vote, so then emerged â€Å"hidden agenda† (A hidden agenda occurs when a member's private goal conflicts with the group's goals, page 38) from the group to try to convince Henry to change his vote because some of them want to go home, and the other thinks that it is too obvious and sticks to their decisions.Henrys conflict style is â€Å"compromise conflict style† (a middle ground approach that involves conceding some goals in order to achieve others, page 218), this works well because if you use compromise conflict Tyler, you are not saying that the other person is wrong, but saying that he has a point, but there is more to it. In the movie when somebody says â€Å"the kid ran away becaus e he is afraid to get caught†, he would reply with â€Å"let's say the kid really ran away †¦ Then he would say his reasoning. In the middle of the movie, there was a â€Å"procedural conflict† (disagreement among group members about the method or process the group uses in its attempt to accomplish a goal, page 212). When a Juror suggested for another vote, one other Juror wanted an open ballot instead of a vote. Toward the middle of the discussion, there are basically two groups that were formed in there, which are the â€Å"guilty' group and the â€Å"not guilty' group.The â€Å"not guilty' group reached â€Å"performing stage†, where all members are fully engaged and eager to work (page 32). They all work together to try to put all the evidence together to see exactly if the testimonies from witnesses are true. Juror no. 3 (the one that said â€Å"not guilty' the last) is very â€Å"aggressive† (acts in their own self-interest at the expense o f others. They are critical, insensitive, combative, and even abusive, page 68). He hoots most of the time, and even gets angry to some of the other Jurors.His conflict style looks like a â€Å"competition conflict style† (group member are more concerned with their own goals than the group†, page 217), because I feel like his pride is a bit in the way of him choosing â€Å"not guilty'. The Juror that has a cold in the beginning of the movie is has â€Å"prejudice† (negative attitudes about other people that are based on faulty and inflexible stereotypes. Prejudices about an individual or culture group often arise when we have little or no direct experience with that person, page 81) award people who grew in slums.He said that he knows everything about those who grows in slums, that they are aggressive, and does not even speak good English. He mentioned those even without knowing the person he is talking about. During the discussion, some of the members wanted vo tes to see how they are doing so far. This expresses a â€Å"sense of progress†. It is difficult for members to stay motivated throughout the life of the group when they have no idea whether the group is making progress toward its goal (page 147). One of the Jurors even asked for an open ballot to see who is still voting for â€Å"not guilty'.