The Playwright Employ to Create Tension Essay Example for Free

The Playwright Employ to Create Tension Essay Act I of A View from the Bridge ends with Marco standing over Eddie, holding a chair above his head threateningly. This stage direction, which expresses Marcos physical power and dominance over Eddie, is not very surprising to the audience as through the whole scene Arthur Miller has been building up tension in a variety of ways. In this essay I will be examining and evaluating these methods. The play is a tragedy. In all tragic plays, the ending involves a death. The audiences awareness of this builds up tension because the ending is inevitable. A View from the Bridge is set in Red Hook in the 1950s. There is a very important code of honour between the inhabitants of the area, who are primarily immigrants from Italy. We learn of this code through Eddies story of Vinnie, who is spat on in the street because he betrayed his uncle, an illegal immigrant, to the immigration bureau. This creates tension as throughout the play as the audience knows if anyone does break the code, there will be disastrous results for them. This theme of betrayal is also connected with Arthur Miller. He was a communist sympathiser during the cold war, a time when all communists in the west were hated and feared. Many communist supporters living and working in America were forced to give out names of other communists within the country. Arthur Miller was firmly against informing, and highlights his views throughout the play Arthur Millers use of the narrator, Alfieri, also builds up tension. At the beginning of the scene, he says I knew where he was going to end. The audience know the play will end unpleasantly because of this, so a lot of tension is built up through the anticipation of the ending.

Functional Irrationality Essay -- Psychology Psychological Essays

Functional Irrationality (1) I. Introduction The view that some forms of irrationality may serve a useful purpose is being increasingly entertained, despite the disquiet it elicits. The reason for the disquiet isn't difficult to discern, for if the view were made good it might threaten the unqualified normative primacy that rationality enjoys in the evaluation of thoughts, beliefs, intentions, decisions and actions. In terms of the predominant "rational explanation" model, reasons both generate and justify actions, and carrying out the dictates of reason is held up as an ideal. If it can be shown that under some circumstances or for certain types of action irrational elements or procedures would produce "all things considered" better results, this would put these deliberative "ideals" in question. Nozick (1993), going deeper, advances the view that we accord rationality intrinsic value (over and above its instrumental value), because deciding and believing in a way that is responsive to "the net balance of reasons" has come to form an important part of human identity. We value a person's believing and deciding rationally in a way that is responsive to the net balance of reasons, and we think that is good and admirable in itself, perhaps because so deciding and believing uses our high and intricate capacities and expresses them, or perhaps because that embodies an admirable and principled integrity in guiding beliefs and actions by reasons, not by the whims or desires of the moment. (Nozick 1993: 136) In this paper I want to explore whether such entrenched assumptions and intuitions preempt a coherent account of functional irrationality, or whether, despite the presumption against it, it can be defended within th... ...McLaughlin (eds) Actions and Events. Perspectives on the Philosophy of Donald Davidson. Dunn, Robert. 1995. "Motivated Irrationality and Divided Attention", Australasian Journal of Philosophy 73,3: 325-335. Elster, Jon. 1989. Solomonic Judgements. Studies in the Limitations of Rationality. Cambridge: CUP. Johnston, Mark. 1995. "Self Deception and the Nature of the Mind", in C. MacDonald and G. MacDonald (eds) Philosophy of Psychology. Debates on Psychological Explanation: 433-460. Basil Blackwell. Nozick, Robert. 1993. The Nature of Rationality. Princeton: Princeton University Press. Rawls, John. 1993. Political Liberalism. New York: Columbia University Press. Rorty, Amà ©lie. 1980. "Where Does the Akratic Break Take Place". Australasian Journal of Philosophy. Vol. 58, No. 94: 333-346. in Action. Essays in the Philosophy of Mind. Boston: Beacon Press.

NanoGene Technologies Essay

NanoGene Technologies, Inc is a life sciences start-up based on nanotechnology. The firm was founded by an unusually large number of people; five employees of the Eastern Institute of Technologies Advanced Materials Sciences Lab (AMSL). The founders worked in different sections of AMSL, but they were working on a set of technologies that were linked in the human genome project. Together, the founders developed techniques and compounds that caused the genes to ‘stretch out and straighten up’ making it much easier for labs to do the cutting and manipulation that is required in diagnostic testing. NanoGene planned to use this technology, which is owned by the Eastern Institute of Technologies, to begin to sell the patented substrate material to diagnostic testing labs around the world. As the business model of NanoGene formed, the founders decided to equally split the equity among the five members and all of them would have the same salary of $120,000. Will Tompkins, one of the founders, was named the CEO. In the first year, NanoGene secured the required intellectual property to the technology by offering the Eastern Institute of Technologies 15% in equity and a 3% royalty on sales. Will Tompkins used one of his contacts, an active angel investor, to obtain the angel funding of $600,000 at $2.25 million post-money valuation. The value proposition, customer segment, and revenue streams are fairly straight forward. NanoGene’s technology offers their target customers, diagnostic testing labs around the world, an easier and faster way to complete diagnostic testing. The sales of the substrate material will provide NanoGene with its source of revenue. Currently, NanoGene is trying to recruit Paige Miller, a Havard Business School graduate who has been doing some consulting for NanoGene. Additionally, NanoGene is in their Series A funding. NanoGene is looking to raise $10 million which will be sufficient to fund them for 18 months, to prove their technology, and to get them to a pilot production. At a meeting with a venture capitalist, NanoGene learned about the issues VCs have with the firm. The first concern the VCs have involves the founding team. The founding team is quite large, five members, and all of the founders are pure scientists with little to no business experience. Generally, the VCs invest in technology based start-ups with a founding team of two to three members. Usually one of the founders has had experience driving the commercialization of technology, typically as a Chief Scientific Officer at an established  firm. The unique size of NanoGene’s founding team and their lack of experience is an area of worry for the VCs. The VCs are also concerned about the founding team’s decision to compensate all founders equally. The scientists are splitting the equity evenly and are receiving a salary of $120,000 which is, at a minimum, $30,000 more than the annual salary of their former jobs at AMSL. VCs believe the founders and future employees should be compensated based on their added value to the company; a strategy commonly practiced in the business world. Typically, biotech CEOs have a higher salary and will retain about 2.5 times as much equity as VP-level founders. The VCs think Will Tompkins should be compensated more and the rest of the founders should be compensated less. NanoGene needs to address the VCs concerns in order for NanoGene to be a viable company. Paige Miller, a consultant for NanoGene, should be part of the solution in eliminating the VCs concerns. The founders have little to no background in business and have not been very professional as a team. In business, team members communicate and are not afraid to disagree with each other. With NanoGene, the founders want to make everyone happy. The scientist agreed to compensate equally since it would have been disruptive in their opinion to try to determine equity share and compensation based on a more complicated set of principles. Members didn’t want to upset the rest of the team. Additionally, the founders are already having disputes about how to compensate future employees. NanoGene needs someone with business experience who can be professional and focus on the goal of the company.  Paige Miller has the business experience and personality NanoGene requires. The only complication is her compensation of $175,000 in salary and 3% of the company equity. Paige Miller can lead the company through the disagreements and difficult challenges they will face in the early stages of development. Will Tompkins does not have enough experience to lead the company and commercialize the technology. The CEO should instead be Paige Miller, who is more qualified than Tompkins. Instead of increasing Tompkins salary and share of equity, NanoGene can compensate Miller. Installing Miller as the CEO will help solve the CEO payment issue and the lack of business experience found at NanoGene. At present, the founders may not be happy about their smaller share of equity and potentially lower salaries, but in the long run, the action of making Miller CEO will pay off. Miller has valuable knowledge of in commercializing technology and running a business, and can guide discussions on the hiring process, the potential compensation policies, the company goals, and company culture. She will also bring the professional touch NanoGene needs. Miller is also one of the few people familiar with the technology and business ideas of NanoGene since she has worked with NanoGene in the past. Without Miller, NanoGene may not get the funding they need to continue as a company. Another top priority of NanoGene is proving the technology. This can’t be done if there is no funding for the VCs. In the future, NanoGene should conduct more market research on diagnostic tests. Currently, NanoGene has a simple value proposition with a very general customer segment. NanoGene needs to identify specific customer segments of high growth and low competition. Research in other value propositions such as cost and accuracy will help also NanoGene’s profitability.

What Core Values Has This Change - 1298 Words

The one issue that I would most like to change about my world is to reduce my environmental footprint because I believe that God created out of love the whole universe in a majestic way. He wants us not only to enjoy His precious resources and satisfy our wants and needs but also to increase and improve what we â€Å"have† and not decrease or diminish it. God entrusted us with everything we have, and He can call us to account at any time, that is why we have to be well prepared for this call. I want to be part of something bigger and better (Smith Lindsay, 2004, p. 41) by changing myself first before I work on others (Kouzes Posner, 2004, p. 42) then I can model the way. 2-What core values undergird this proposed change? Accountability, Commitment, Making a difference and be humble are the core that are governing my daily life (Smith Lindsay, 2004, p. 109). They are the â€Å"filter through which vision development must pass† (p. 108). Understanding my core values will enable me to succeed in making the contribution expected from me (p. 109). †¢ Accountability: We need to be aware that we are responsible in the use and protection of the world around us through proper conservation and sustainable practices, and that our mission needs to safeguard and protect the Earth: its people, its animals and plants and the natural systems on which all life depends on. †¢ Commitment: Doing the right thing everywhere and every time and be persistent to achieve my goal. †¢ Making a difference:Show MoreRelatedSummury of: Building Your Company`S Vision by James C. Collins and Jerry I. Porras716 Words   |  3 Pagesenduring success have core values and a core purpose that remain fixed while their business strategies and practices endlessly adapt to a changing world. Examples include Hewlett-Packard, 3M, Johnson amp; Johnson, Proctor amp; Gamble, Merck, Sony, Motorola, and Nordstrom. 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