Network Remote Access Essay Example | Topics and Well Written Essays - 1250 words

Network Remote Access - Essay Example On this logical connection data packets are constructed in a specific VPN protocol and are encapsulated within some other carrier protocol then transmitted between VPN client and server. The name itself signifies that the client has to it self has to initiate or to manage the connection. The VPN client has to first establish a connection to the carrier and then the VPN client will create a tunnel to the VPN server over the logical live connection. In compulsory tunneling the Internet service provider has to manage VPN connection setup. When the user in this case an employee away from the office tries to establisha connection to a local carrier, the ISP inurn establishes a connection to the VPN server. If we look from the clients point of view, Compared to voluntary tunneling compulsory tunneling sets up a VPN connection in just one step instead of two steps in a voluntary tunneling. This kind of tunneling authenticates the users or the client and then connects them with the specific VPN servers using specified logic built into the broker device. The network device that comes into picture for compulsory tunneling is some times called FEP (front end processors), Network access servers (NAS) or point of presence (POS). The basic function of compulsory tunneling is to hide the details of server connectivity from the VPN client and then moves it's control from client to local carrier. Using a dialup connection also a connection can be esta... The network device that comes into picture for compulsory tunneling is some times called FEP (front end processors), Network access servers (NAS) or point of presence (POS). The basic function of compulsory tunneling is to hide the details of server connectivity from the VPN client and then moves it's control from client to local carrier. The additional burden for the service provider is the he has to install and maintain the front-end processors. There are number VPN tunneling protocols available, which are presently implemented in various VPN applications. The most widely used are. 1. Point-to-point tunneling protocol. (PPTP) 2. Layer Two Tunneling Protocol (L2TP). 3. Internet protocol security (Ipsec). 1. Dialup connection using telephone line. Using a dialup connection also a connection can be established to a VPN server from a remote place. But dialup connection is adequate to connect to an E-mail server. It lags in terms of continuous contact with the server due to frequent disconnection. So, connectivity and reliability is not associated with this type of connection, which are required for intensive and secure business applications 2. Dialup connection using mobile phone. VPN connectivity to the company's network using a mobile phone is also possible with a hand set having GPRS feature. This could be an ideal way for the employees who are always on the move. Connecting to company's network using mobile phone for prolonged duration is not advisable since there are chances of disconnection from the servers of the office network due to congestion in cellular network during peak time. Another disadvantage using a cell phone is that an employee has to compromise with the speed offered by the service provider. During an Internet

Your choice Essay Example | Topics and Well Written Essays - 750 words - 1

Your choice - Essay Example The advertisement under focus (shown in Appendix A) utilizes propaganda techniques as well as communist symbols for propagation. Essentially the advertisement is geared to sell candy but the symbols used for propagation make the advertisement look like communist propaganda for revolution. The first noticeable item about the advertisement is the heading at the top which provides a striking message in a Russian transcription type script. The heading is transcribed in a modified font to resemble Russian script (apparent from the horizontally flipped N symbols†. In addition, the contents of the heading make it provocative and even appealing to the intended audience. The heading reads â€Å"The Redolution is now!† where the word â€Å"Redolution† has been derived from the words â€Å"revolution† and â€Å"red†. This rebranding of the word revolution is an attempt by the advertisement to strike the curious sides of human beings. Human beings are typically interested in items that either provoke them or items that strike their curiosity. Since the word revolution is a strong word, mixing it with red leaves strange connotations. This is compounded by the fact that the United States and the Soviet Union remained at loggerheads with each other during the Cold War (Friedman). The advertisement under focus is geared for the United States where most people still carry biases against Russia. Using the color red along with the message of revolution tends to make the advertisement generate a strong appeal with audiences. The urgency of the message expressed by the word â€Å"now† tends to raise the bar even more. The advertisement uses other strongly communist symbols as well including the M&M mascot and the volley of people at the bottom. The red colored M&M mascot symbolizes a turn into the communist fold. The figure’s head is shown strewn with a cap tagged with a single communist star leading to a greater appeal for the figure as being communist.

Solomon, Consumer Behaviour Essay Example for Free

Solomon, Consumer Behaviour Essay When we say personality, actually everyone can understand what it is meant to be but actually it is hard to define a formal description of â€Å"Personality†. One answer can lie in the concept of personality, which refeers to a person’s unique psychological make up and how it concsistently influences the ay a person’s responds to his/her environment. From now on when we say â€Å"Personality†, we mean all of the distinctive, consistent and structured relations between an individual ‘s inner and outer environment. Personality is also be described as â€Å" the particular combination of emotional, attitudinal, and behavioral response patterns of an individual† Some psychologists may argue that the concept of personality may not be valid. Many studies find that people do not seem to exhibit stable personalities. Because people do not necessarily behave the same way in all situations, they argue that this is merely a convenient way to categorize people. It’s a bit hard to accept because we tend to see others in a limited range of situations and so they do appear to act consistently. Marketing strategies often include some aspect of personality. These dimensions are usually considered in conjunction with a person’s choice of leisure activities, political beliefs, aesthetic tastes, and other personal factors that help us to understand consumer lifestyle. Freudian Theories: Who is Sigmund Freud? Sigmund, born Sigismund Schlomo Freud (6 May 1856 – 23 September 1939), was an Austrian neurologist who founded the discipline of psychoanalysis. An early neurological researcher into cerebral palsy, aphasia and microscopic neuroanatomy, Freud later developed theories about the unconscious mind and the mechanism of repression, and established the field of verbal psychotherapy by creating psychoanalysis, a clinical method for treating psychopathology through dialogue between a patient (or analysand) and a psychoanalyst. Psychoanalysis has in turn helped inspire the development of many other forms of psychotherapy, some diverging from Freuds original ideas and approach. Sigmund Freud proposed the idea that much of one’s adult personality stems from a fundamental conflict between a person’s desire to gratify his/her physical needs and the necessity to function as a responsible member of society. The id seeks out immediate gratification. The superego is the counterweight to the id. It is a person’s conscience. The ego is the system that mediates between the two. It tries to find ways to gratify the id that are acceptable to society. This is called the Pleasure Principle. Id† is selfish and illogical. It is the â€Å"Party Animal† of the mind. It’s about immidiate gratification. Id operates according to the pleasure principle which our basic desire to maximize pleasure and avoid pain guides our behaviour. Id directs a person’s physical energy toward pleasurable acts without regard for any consequences. â€Å"Superego† is the counterweight to the id. The superego is essentially the person’s consicience. The superego internalizes society’s rules and tries to prevent the id from seeking selfish gratification. Ego† mediates between the id and superego, it acts as a refree in the fight between temptation and virtue. The ego tries to balance these opposing forces according to the reality principle which means it finds way to gratify the id that the outside world will find acceptable. These conflicts occur on an unconcious level , so the person is not necessarily awere of the underlying reasons for his/her behaviour. Freud’s ideas highlights the potential importance of unconscious motives that guide our purchases. Consumer researchers have adapted some of Freud’s ideas. Consumers cannot necessarily tell us their true motivation when they choose products, even if we can devise a sensitive way to ask them directly. The Freudian perspective also raises the possibility that the ego relies on the symbolism in products to compromise between the demands of the id and the prohibitions of the superego. The person channels her unacceptable desire into acceptable outlets when she uses products that signify these underlying desires. This is the connection between product symbolism and motivation: The product stands for, or represents, a consumer’s true goal, which is socially unacceptable or unattainable. By acquiring the product, the person vicariously experiences the forbidden fruit. Phallic Symbols: are male-oriented symbolism that appeals to women. According to Freud’s idea the use of some objects that resemmble sex organs. For example: Cigars, trees, swords, buttons,trains and cars are look alike male sex organs. In addition to those mentioned, tunnels and button holes are symbolysed as female sex organs. Most Freudian applications in marketing relate to a product’s supposed sexual symbolism. For example owning a sports car for a man going through a mid-life crysis is a substitute for sexual gratification. Motivational Research: Motivational research borrowed Freudian ideas to understand the deeper meanings of products and advertisements. The approach assumed that we channel socially unacceptable needs into acceptable outlets including product substitutes. Motivational Research relies on depth interviews with individual consumers instead of asking many consumers a few general questions about product usage. Motivational Researcher probes deeply into each respondents’ purchase motivations. It might take several hours and the respondent can not immediately articulate his/her latent or underlying motives. The researcher can reach these only after extensive questioning and interpretation. Ernst Diechter was a psychoanalyst who trained with Freud’s disciples in Vienna. Dichter conducted in-depth interview studies on more than 230 products. There are both appeals and criticism associated with motivational research.

Democracy Is The Worst Form Of Government Politics Essay

Democracy Is The Worst Form Of Government Politics Essay Democracy is a strong and emotive concept. It has sparked debate and discussion since its first inception in ancient Greece, right through to its modern conception of western liberal democracy. Today, it has become the predominant form of government around the world, and, indeed, countries go to war to defend the values and principles that it enshrines. Huntington defined democracy as involving two dimensions: contestation and participation, and that it implies the existence of those civil and political freedoms to speak, publish, assemble and organise that are necessary for political debate (1991, p. 7). There are, of course, problems peculiar to democracy; however, do these problems warrant the description of democracy as being the least worst option? Perhaps one of the most prevalent criticisms of democracy is that it can lead to ineffectual government. When Aristotle first established typologies and started to categorise political systems, he considered democracy to be a perverted form of rule by many. This idea of the masses being unfit to govern is still evident in Britain up until 1862, and perhaps even 1928 when universal suffrage was introduced. There are still free market economists up to this day, such as Milton Friedman, who believe that democracy produces inefficient economic systems. They argue that in order to create effective economies, governments need to make what are generally considered to be deeply unpopular decisions such as mass privatization, de-regulation and removing workers rights; particularly relevant at this time of economic austerity. This is an example of the governing paradox (Flinders, 2010, p. 311). In part this is due to what they see as an inherent contradiction between Capitalism and Democracy that as economic agents, people are expected to act in their own self-interest, whereas, when it comes to casting their ballot, they are expected to act in the interest of the society as a whole. However, democratic countries tend to be more prosperous (Dahl, 1998, p. 58). India, for example, the worlds largest democracy, grew by 5.5% in the first quarter of 2012. In more general terms, the West predominantly America and Europe consist of the most developed economies in the world, the overwhelming majority of which are democracies. Increasingly, there have been those who have argued that democratic national governments have become ineffective in the face of globalisation. Democracy has spread around the world, in a development that Fukuyama referred to as the end of history, but now, as Gilbert (2009) argues; this is being undermined by the process of globalisation. Indeed, there is now a structural crisis in Democracy (Ghali, 2009), where the need for governance is stretching beyond states. Indeed, national legislatures are increasingly impotent (Gilbert, 2009). Thus we see ineffective global governance, and there are concerns over how democratic any solution can be. Is it feasible to consider democratically elected global institutions? Or should we consign ourselves to the economic oversight of appointed economists at the World Bank and the IMF? The solution lies not with Gilberts radical devolutionary ideas, but rather with the case put forward by Ghali for a United Nations Parliamentary Assembly (2009). We cannot answer the problem that globalisation poses by shrinking away from it, we must embrace it and accept that global democratic oversight is becoming increasingly necessary. The globalisation of democracy, on the other hand, has brought benefits. Namely, that it has brought peace (Dahl, 1998). Since the Second World War, there have been few wars between democratic countries. This is because democracies are built on the basis of rational debate and discussion that tends to limit aggression. Although, there is an argument to be made that this era of peace between democracies owes itself more to free trade, and market economies rather than democracy itself. Nevertheless, there is a correlation between democracies and peace. However, we should not defend democracy on the benefits that it happens to bring about. A defence of democracy must come from first principles, that it is intrinsically good. Democracy is fundamentally a pluralist system of power distribution, in that it diffuses power among many different competing groups albeit perhaps not equally. Thus, democracy achieves a greater level of political equality amongst citizens than any alternative (Dahl, 1998) reflecting the fundamental belief that all humans are born equal, and that consent for governance must be derived from the governed. Moreover, this allows individuals to protect their own interests. Human nature dictates that we all desire some control over our needs and wants, and J.S. Mill stated that this, the ability to protect ones own interests, protects us from evil at the hands of others. This competition between different groups within society is what protects democracies from authoritarianism. In short: difference is good (Flinders, 2010). Debate and discussion, the exercise of the right to freedom of speech, are the pillars upon which democracy is built. Furthermore, democracy is inherently a system of rights (Dahl, 1998, p. 48). Democracies, by definition, grant basic political and civil rights to its citizens, so that they may participate fully in the democratic process. In order for citizens to participate, to hear the voice of the people, it must therefore be necessary to grant them the right to freedom of assembly that would not be granted within an authoritarian or totalitarian regime. Enshrined in democracy is the belief in equality, and thus, establishing and enforcing rights gives that greater degree of equality than any non-democratic alternative. Moreover, granting these rights protects minority groups from persecution and allows them to protect their interests, as written previously. The society we live in has evolved so much over the generations. Society is no longer as homogenous it once was, it is increasingly made up of heterogeneous (Flinders, 2010) groups all of which represent different and varied interests, all of which must be to a greater, or lesser extent, r espected. Otherwise, we commit ourselves to rule by an elite, a select few who determine their interests are above those of all others. And therein lies democracys intrinsic goodness. It enshrines several principles: political equality, that all citizens should have an equal say in who governs them; guaranteed and enforced political and civil rights that allow citizens to be a part of the democratic process and to protect the rights of minorities. These rights and freedoms therefore allow citizens to preserve their own interests, and to protect themselves from persecution. Of course, democracy has its problems. There will always be problems, but the idea that power should be spread, albeit unevenly, amongst citizens and not concentrated in an elite is perhaps one of the most noble. Maybe this is why Winston Churchill, an aristocrat, treated democracy with such revulsion.

Astrology Essay -- essays research papers

The basic astrological assumptions are not hard to grasp. For if astronomy is the study of the movements of the heavenly bodies, then astrology is the study of the effects of those movements. The astronomers of the ancient world assumed a division of the universe whereby the superior, immutable bodies of the celestial worlds ruled over the terrestrial or sublunary sphere, where all was mortality and change. It was assumed that the stars had special qualities and influences which were transmitted downwards upon the passive earth, and which varied in their effect, according to the changing relationship of the heavenly bodies to each other. They were led to postulate a single system in which the seven moving stars or planet shifted their position in relation to the earth and each other, against a fixed backcloth of the twelve signs of the zodiac. There was nothing obscure about these general assumptions. At the beginning of the sixteenth century astrological doctrines were part of the educated man’s picture of the universe and its workings. It was generally accepted that the four elements constituting the sublunary region (earth, air, fire & water) were kept in their state of ceaseless transformation by the movement of the heavenly bodies. The various planets transmitted different quantities of the four physiological qualities of heat and cold, dryness and moisture. Therefore astrology was less a separate discipline than an aspect of a generally accepted world picture. During the Renaissance, even more than in the Middle Ages, astrology pervaded all aspects of the intellectual framework in which men were educated. During the sixteenth and seventeenth centuries there were four main branches of judicial astrology. First, there were the general predictions based on the future movements of the ravens and taking note of such impending events as eclipses of the sun and moon. These forecasts related to the weather, the state of the crops, mortality and epidemics, politics and war. They indicated the fate of society as a whole but not that of particular individuals. Secondly, there were nativities, maps of the sky at the moment of a person’s births either made on the spot at the request of the infants' parents' or reconstructed for individuals of stature, those who could supply the details of their time of births. The horoscope at b... ...nglish churches and may have helped to shape popular religious attitudes. Pictures of the sun and moon were found in several Suffolk churches and the churches themselves were built to face the rising sun. How far such practices affected men’s basic beliefs it is difficult to tell. Anne Bodenham, who was executed for witchcraft at Salisbury in 1653 was a former servant of the astrologer John Lambe, she had long practiced as a cunning woman, claiming to be able to do more than Master Lilly or anyone whatsoever. When she dealt with a maid who had convulsive fits, she is reported to have proposed a frankly pagan remedy -prayer to Jupiter, the best and fortunatest of all the planets'. Even more striking is another Wiltshire case, which came before the quarter sessions in 1656. A Lacock weaver, Wllllam Bond was charged with atheism and blasphemy, and in particular with publicly affirming that ‘there was no God or power ruling above the planets, no Christ but the sun that shines upon us'; and 'that the twelve patriarchs were the twelve houses'. "This was astrology run wild; and it is tantalizing not to know how many of William Bond's contemporaries may have held similar vie ws.

Gender Roles in Shakespeare Essay -- essays research papers

It is a peculiar feature of Shakespeare's plays that they both participate in and reflect the ideas of gender roles in Western society. To the extent that they reflect existing notions about the 'proper' roles of men and women, they can be said to be a product of their society. However, since they have been studied, performed, and taught for five hundred years, they may be seen as formative of contemporary notions about the relationships between males, females, and power. Derrida was right in asserting that "there is no 'outside' to the text." His claim is that every text is affected by every other text and every other speech act. As an instance, most of Shakespeare's plays have traceable sources for their central plots. Representations of gender in Renaissance drama are tied to their original presentation: "bearing the traces of their history in a theatrical enterprise which completely excluded women, (these texts) construct gender from a relentlessly androcentric perspective" (Helms 196). It is the ways in which these texts reflect or distort the gender expectations of society, either Elizabethan or contemporary, that is so important. Comedy that centers on the relationship between conventional couples rather than on resolution of the situation that keeps them apart is really quite difficult to find in Shakespeare. Ferdinand and Miranda are so uninteresting as a couple that their chief function seems to be as an excuse for Prospero to exhibit his art. The lovers in Midsummer Night’s Dream are certainly at their most entertaining when they're in love with the wrong person. It is the exaggerated character--Falstaff, Petruchio, Paulina, or Cleopatra--or those who step outside th... ...sp; Works Consulted Bamber, Linda. Comic Women, Tragic Men: A Study of Gender and Genre in Shakespeare. Stanford, California: Stanford University Press, 1982 Belsey, Catherine. â€Å"Desire's Excess: Edward II, Troilus and Cressida, Othello." In Erotic Politics: Desire on the Renaissance Stage. Susan Zimmerman, ed. New York: Routledge,1992 Cook, Carol. "Unbodied Figures of Desire (on Troilus and Cressida)." In Performing Feminisms: Feminist Critical Theory and Theatre., Sue-Ellen Case, ed. Baltimore: Johns Hopkins University Press, 1990 Dollimore, Jonathan. Subjectivity, Sexuality, and Transgression: The Jacobean Connection. Renaissance Drama n.s. 17 (1986), 53-81 Evans, G. Blakemore ed. The Riverside Shakespeare. New York: Houghton Mifflin Co., 1974 Kahn, CoppÃ… ¾lia. Man’s Estate: Masculine Identity in Shakespeare. Berkeley: University of California Press, 1981 Traub, Valerie. Desire and Anxiety: Circulations of Sexuality in Shakespearean Drama. New York: Routledge 1992

Transitional Leadership

Transition Leadership: Managing Change In Your Organization in today’s deregulating and increasingly competitive business environment, organizational change is becoming inevitable. Today’s successful organizations are experiencing transitions in the areas of technology, process re engineering, mergers, and organizational restructuring in order to remain competitive. However, although these areas impact employees at all levels of the company, senior management often overlooks this fact.Therefore, it is imperative that company management understands the impact of organizational change on employees and manages these effects accordingly. By doing so, organizational leaders minimize the negative impact change has on productivity and performance. This paper will focus on the activity of successfully leading employees through significant changes brought about by new technologies and process changes and will focus on three areas of transition leadership. First, the discussion c onveys the impact that change has on an organization’s employees.Second, an overview and discussion of transition leadership and its role in managing organizational change is given. Finally, ways to effectively manage employees through these reactions to change is presented. By understanding the elements of organizational change and its impact on employees as well as the appropriate ways of managing people through these revolutions, organizational leaders will be better prepared to address the challenges that are inherent in major business transitions. The Impact of Change on People Frequently, information technology professionals overlook the impacts of technology changes on people.Almost any change to technology will have an impact on business processes, which will directly impact the day-to-day jobs of individual employees. As a result, changes to technology require attention to the impacts that they have on both process and people. The practice of Organizational Change Ma nagement (OCM) focuses on ensuring that the people side of change is addressed appropriately. OCM is the process of aligning the organization’s people and culture with changes in business strategy, organizational structure, technology, and business processes.OCM is important because, at the most rudimentary level, all change involves some degree of loss whether it is loss of stability, loss of expertise, loss of relationships, or loss of understanding. People often try to avoid the experience of loss by resisting change. Resistance can come in different forms and be expressed with different emotions such as anger, frustration, fear, etc. Due to the tendency for change to elicit an emotional response, any large-scale change initiative will likely remove the employees’ focus from the business to transition-related issues.This shift in focus will likely disrupt the productivity of the business. Many technology implementation/business process redesign efforts fail because they overlook the impacts that change will have on the people in the organization. An organization that ignores the importance of OCM could experience the following risks: increased resistance to new technology, decreased quality and customer service, high turnover and absenteeism, difficulty recruiting and retaining high performers, and damaged internal and external brand equity.On the other hand, an organization that implements a technology/business process transformation with integrated OCM will experience the following benefits: realization of the business transformation objectives, higher return on technology investments, retention of high performers, maintained and improved productivity, improved employee satisfaction and morale, and increased discretionary effort. Transition Leadership Given the impact that change has on employees, it is clear that managers must learn to proactively manage employees through the many changes that are inherent in most organizations.In geospatia l environments, managers and other key stakeholders often focus on technological and process changes that will make their businesses competitive in the 21st century. These issues are important, but the changes ultimately will not be implemented successfully without the cooperation of employees. Only through effective transition leadership are employees able to effectively cope with and accept the changes they are presented with. Ten Characteristics of Effective Transition Leaders The role of transition leader is an often overlooked but important aspect of management.There are several characteristics that make up a good transition leader. Here we identify the main characteristics that are needed in a successful transition leader. In general, there are 10 characteristics of effective transition leaders: †¢ Gains support from and confidence of others. Change is not accepted and work cannot be done without the buy-in of key stakeholders. For this reason, it is imperative that trans ition leaders gain the support and confidence of other key employees in the organization. †¢ Listens and collaborates effectively.No matter how good a manager is, people will not follow without a sense of ownership in the organization. One of the key ways to secure this ownership and trust in employees is through listening and collaboration. †¢ Takes accountability. As with any effective manager, successful transition leaders take accountability for their own work as well as that of the entire organization that he or she manages. †¢ Provides constructive feedback to others. Transition leaders also provide constructive feedback to employees and colleagues. This type of feedback enables employees to be more effective in adapting to and accepting change. Builds relationships with customers, peers, and project team members. Effective transition leaders are also successful in building relationships with customers, peers, and project members. This alliance building enables leaders to effectively delegate and gain the buy-in from key resources, which further enables change within the organization. †¢ Inspires and motivates. In order to manage change effectively in the organization, transition leaders need to have inspired employees and stakeholders. †¢ Communicates openly, early, and often.Since change is such a complex and fearsome idea for most people, it is important for transition leaders to open the flow of communication. This holds true on a day-to-day basis as well (and especially) during times of change. †¢ Provides clear direction. In order for the organization to get to where it needs to be, employees and stakeholders have to understand where they are and where the organization is going. With this in mind, transition leaders need to clearly communicate the organization’s vision and goals to stakeholders and clarify individual roles and responsibilities within that context. †¢ Models the way for the team.Successful t ransition leaders do more than just delegate work and build relationships. They also lead by example in order to build credibility and trust. †¢ Creates opportunities for small wins. The change involved in large scale and complex IT implementations often appears insurmountable to employees. Therefore, it is important to frequently reward and recognize team members to help boost morale and to keep change initiatives from failing due to a burned-out staff. These 10 characteristics of a good transition leader ensure that change is implemented successfully and that major obstacles and resistances to change are minimized.The Roles of Transition Leaders In addition to these characteristics, transition leaders must play a number of roles in order for organizational changes to be successful. Since transition leaders are responsible for directly influencing the outcome of IT and process change implementations, successful change requires that transition leaders assume different roles. In general, transition leaders have four primary roles: catalyst, system and process helper, solution giver/gatherer, and resource linker. The first and arguably the most difficult role that a transition leader faces is that of Catalyst.While many organizations are content with the status quo, it is the transition leader’s responsibility to create and communicate the need for change within the business. This involves instilling a sense of urgency and purpose for the change and overcoming organizational inertia. In addition, this role entails acknowledging areas of resistance and addressing them appropriately. Change will not happen successfully if key stakeholders do not realize and understand the need for change, and it is the responsibility of transition leaders to make this need evident.The second role of a transition leader is that of a System and Process Helper. Once the need for change has been recognized by the organization and change initiatives are created, it is the t ransition leader’s responsibility to ensure that the organization is assimilated into the process and IT changes that ensue. This involves understanding the process and IT changes, the impact these changes have on jobs and policies, and effectively communicating these changes to the individuals impacted. The tasks performed by the System and Process Helper helps permeate the required change throughout the organization.The third role that a transition leader plays is that of Solution Giver and Gatherer. This role is needed to identify and resolve issues that may hinder the success of the implemented change. In particular, the Solution Giver and Gatherer will promote the use of an issues resolution mechanism, provide solutions that benefit the entire organization, and assist in the development and implementation of solutions. In addition, an important element is the need for leaders to listen to suggestions and provide feedback and recognition when appropriate.As discussed abov e, effective transition leaders communicate, provide feedback, and celebrate small wins, which is important to inspiring and motivating project teams. The final role of a successful transition leader is that of Resource Linker. This role involves the more traditional management like delegating tasks, and most experienced managers are capable in this arena. In short, the Resource Linker brings people and resources together, recognizes resource constraints, leverages skills and resources across site locations, and acts as a communications link between resources.This role is important, but it is the three roles described above that most managers overlook when implementing change initiatives. How To Manage People Through Change When incorporating change in an organization, it is useful for transition leaders to understand how change impacts people and how to minimize the negative reactions to change. All successful change initiatives follow a similar pattern or sequence. The first step consists of â€Å"unfreezing† the current way of doing things. This is the phase in the project where the burning platform for change is realized and the vision for a new way of operating is created.The second phase of change begins when it is time to begin energizing the workforce by involving more and more people in the change process so as to begin building ownership over the final outcome. This is also the point where it is critical to identify and secure early project wins. Ensuring that the right resources are provided for achieving early milestones will ensure that the project is perceived as a success. The third phase of the change process consists of building the infrastructure (i. e. , job and organization designs) required to make the change successful.For example, if the technology changes are intended to automate processes that were previously done manually, changes to job designs will be required. The final phase consists of a series of activities aimed at measu ring results and identifying lingering gaps and issues that need to be addressed in order to achieve the project’s intended benefits. While the above phases outline the sequence that change initiatives normally follow, there are three corresponding phases that describe the psychological experiences that people have when affected by change. These come from William Bridges’ book Managing Transitions (1991).The first phase is called â€Å"Letting Go. † This is the time when employees will begin to understand that things are changing, and that in the near future they will be challenged with letting go of the old way of doing things. This may include letting go of old ways of working, relationships, feelings of competence, etc. The second psychological phase, the â€Å"Neutral Zone† is the difficult period when the work is done to implement change and the transition from the old way to the new way begins. Trying to handle implementation and balance the transit ions may make this period the most difficult period of change to manage.The last psychological phase is what Bridges refers to as the â€Å"New Beginning. † This occurs when changes have been fully implemented and expectations for people to change the way they work are realized. Each of the phases described above consist of many people-related challenges, and there are many specific strategies for helping to manage people through these phases. Some of the important critical success factors for managing change are the following: †¢ Identify potential barriers or risk factors that will inhibit success, and create action plans to address them appropriately. Use written and face-to-face communication to help people understand the what, why, and how of change. †¢ Identify opportunities to involve large numbers of employees in the change process; research shows that there is a correlation between involvement and commitment. †¢ Seek to understand and manage individual and team level resistance.†¢ Listen to your employees, acknowledge their losses, show empathy, strive to reduce their stress levels. †¢ Recognize and reward behaviors that support achievement of intended goals. †¢ Systematically analyze the impacts change will have on corporate policies, individual jobs, and organizational structure. Ensure that employees receive sufficient training and the other on-the-job resources necessary to raise people’s level of confidence. By addressing and incorporating these success factors into their management toolkits, effective transition leaders greatly increase the likelihood that their change initiatives will be successful. Conclusion Transition leadership, while often viewed as a â€Å"soft† or â€Å"touchy feely† issue not appropriate to geospatial managers, is clearly a relevant and critical issue to managing the changes that are inherent in organizations today.Even the most robust GIS package with the highes t benefits potential is meaningless if employees and key stakeholders do not effectively accept and adapt the changes to their everyday lives. By embracing the understanding of the impact that change has on employees, the role of transition leaders, and how to manage employees through change, managers will ensure that the changes stick and the anticipated benefits are realized.