Dr Faustus :: Essays Papers

Dr Faustus In Dr. Faustus, Christopher Marlowe uses the resolution of the conflict between Dr. Faustus and the beliefs of his time to explore the idea of man’s place in the universe. In Faustus’ time, it was believed that man had a place in the universe, and man must stay within his boundaries. It can be shown that Dr. Faustus stepped out of his place, failed in his attempt repent his actions, and ultimately caused his own end. The conflict between Dr. Faustus and the belief system of the age of discovery is established when Faustus makes a pact with the devil to sell his soul. Faustus, a top scholar and doctor in many fields, feels as though he has reached the pinnacle of human achievement. Yet, he desires further knowledge and power, knowledge and power that are not humanly attainable. However, through his pact with the devil, Faustus gains the power necessary to perform black magic, cast spells, and perform other godly deeds. Although Faustus is repeatedly warned by Mephostophelis, he continues greedily and foolishly in his actions. Despite his high aspirations, Faustus still has desires of the flesh, as he requests a wife from Mephostophelis: â€Å"†¦I am wanton and lascivious and cannot live without a wife.† (p. 43) Here Faustus is shown to have internal conflict between godly aspirations and human aspirations. Nevertheless, it is shown that Dr. Faustus is intent on becoming more po werful than any human, and he has gone to great lengths to do so. After selling his soul for twenty-four years of power and knowledge, Dr. Faustus soon realizes what he has done. He tries to repent his bond with the devil, yet the devil will not have it and binds him to his contract. Following this, Faustus continues to have doubts about his actions. At the same time, Faustus wins fame and fortune for his magic skills, yet his doubts remain as strong as ever. Although Faustus bargained away his soul for super-human power, it is apparent that he uses it to play tricks and silly pranks on people, the opposite of his initial intent. Dr. Faustus continues to use his power meaninglessly for tricks and the like. He is later approached by the old man, who begs Faustus to consider the mercy of God, for Faustus has retained his human soul and can be forgiven by God.

Incorporating Other Music into West African Music Essay -- Music Histo

Music throughout West Africa has a history of evolving in an encompassing manner, involving many different kinds of music. It begins with different musical traditions across West Africa influencing one another, and since the 19th century involves the influences of popular Western music in West African music. Roughly between 1200 and 1900, a succession of ancient African empires with centralized governments flourished across West Africa, with various kingdoms, such as the Kingdom of Songhai and the Ashanti Kingdom, covering much of contemporary Mali, Ghana and Nigeria. Large ensembles of royal musicians accompanied the trade of gold, ivory and salt between these empires, serving as sonic symbols of the kings’ power and prestige . As a result, musicians across West Africa became aware of the different musical traditions in existence throughout the region, and began to incorporate elements of these traditions into one another. One sign of the unifying effect this had on music in West Africa is the incredible similarities between certain rhythms found in the music of Liberia, Ghana, Nigeria, Sierra Leone and Central African Republic. Of course, there exist a plethora of different musical traditions both between and within these nations, and these differences continue despite their i nfluences on one another. Though these are countries with vast spaces between them, and yet they have come to embrace some of the same characteristics in music making. Popular Western instruments, including guitars, harmonicas, accordions and brass instruments, were introduced along the Western coast of Africa during the 19th century, with the arrival of European traders and missionaries. Cosmopolitan cities accommodated an increased flow of people... ...g West African culture. West African music has been influenced by a wide range of Western popular music, such as jazz, soul, funk and hip hop, largely through the flow of ideas and exchanges of culture that has resulted from modern day globalisation. Musicians of West Africa have been incorporating aspects of other music into their own, resulting in new and original forms of musical styles. Bibliography Charry, Eric. Hip Hop Africa. Bloomington: Indiana University Press, 2012 Collins, E.J. ‘Post-war popular band music in West Africa’, African Arts 10 (1977) 53-60. Salm, Steven J. ‘Globalisation and West African Music’, History Compass (2010) 58-76. Stone, Ruth M. Music in West Africa. New York: Oxford University Press, 2005. Veal Michael E. Fela. The Life and Times of an African Musical Icon. Philadelphia: Temple University Press, 2000.

19th century Spain Essay

19th century Spain saw her empire crumble away as colonies like Chile, Peru, and Cuba rose in arms and achieved their independence.In the Philippines, Spain faced the threat of yet another revolution due to mourning social unrest among the natives. Jose Rizal, at age 35 was the greatest political enemy of Spain in the Philippines with his exceptional linguistics ability and interest in the science and arts Rizal was most effective in his campaign for freedom as a writer. His novels Noli Me Tangere and El Filibusterismo were scratching indictments of Spanish Tyranny and church which came to acquire immense political power. In Ghent, Belgium 1891 as Rizal narrates while he is writing the chapter of Simoun in his novel El Filibusterismo â€Å"My country has a social cancer that should be exposed to all Filipinos and to this; I intend to record your condition faithfully without prejudice. I shall fit the shroud that covers the evil, sacrificing everything to truth even vanity itself, for as your son I ‘am conscious of my defects and weakness. The books contain certain revelations so, scandalous that no one dares touch them. I have attempted that others refused to undertake. I tried to correct the slender which for centuries has been attributed to our nation. See more:  Manifest Destiny essay Desiring our common welfare and searching for the best cure Rizal had done what the ancients did with their sick. They lay on the temple steps so that anyone who comes to pray might offer them as remedy. Rizal had unmasked hypocrisy which under the guise of religion has impoverished and brutalized Filipinos. He had distinguished true religion from false beliefs and those who exploit the Holy word that made us Filipinos believed in their lies which had put Catholicism to shame. He had lifted the curtain to show the truth about our government, disclosing to our fellowmen our defects, our vices; our culpable and cowardly indifferences resulted in our own misery. In his novels, he tried to correct the harmful accusations against Filipinos. He had bought out in the open the sad state of his country a grievances and frustrations. Crisostomo Ibarra, he had seen what Rizal seen. The persona of Rizal was also in Ibarra, for this reason they see as one. He asked foe reform but he failed and because of unexpected circumstances he was forced to assume another identity as Simoun. Philippines 1895 this was the start of revolution with the leadership of Andres Bonifacio. The Katipunan, son of the people teared their cedula that shows that as from that moment then they were not as under of the Spaniards. Rizal graduated from Ateneo Municipal de Manila. He obtained a Land Surveyor and Assessor Degree. He also studied Philosophy at the University of Santo Tomas Faculty of Arts and Letters. And, this was not all; he registered for the University of Santo Tomas Faculty of Medicine and Surgery course in ophthalmology, but did not complete the course on account of indiscriminate behavior against Filipino students. On July 6, 1892, he was imprisoned in Fort Santiago, on the charge of instigating unrest against Spain, he was exiled to Dapitan, in northwestern Mindanao. He remained in exile for four years, while he was in political exile in Dapitan, he practice medicine, he established a school for boys, promoted community development projects, he applied his knowledge in engineering by constructing a system of waterworks in order to furnish clean water to the towns people. In Dapitan he also met, fell in love and lived with Josephine Bracken. In 1896, the Katipunan, a nationalist secret society launched a revolt against the Spaniards, although Jose Rizal had no connection with the organization, his enemies were able to linked him with the revolt. To avoid being involved in the move to start a revolution, he asked Governor Ramon Blanco tosend him to Cuba but instead he was brought back to Manila and jailed for the second time in Fort Santiago. He advocated a political system that presented scope for Philippine’s participation in the Cortes, freedom of assembly, freedom of speech and equal rights for all citizens. In 1892, he legalized these social reforms, at the expense of being disbanded. He was openly declared ‘enemy of the state’ by the Spanish due to his rebellious nature and ideologies promoted in his novels. He was imprisoned in 1896, while his brother, Paciano, was tortured by the Spanish authorities. Due to his participation in the nascent rebellion in 1892, He was deported to Zamboanga. There, he not only helped the locals to build a school and hospital, but also led the effort towards incorporating a better water supply system. He was supportive of self sufficiency of the youth and resourcefulness of farmers. The four years of exile were also ones that witnessed the development of the revolution back home. In spite of being elected as Honorary President of the Katipunan, he condemned the revolution. He was an expert swordsman and a good shot. In the hope of securing political and social reforms for his country and at the same time educate his countrymen, Rizal, the greatest apostle of Filipino nationalism, published, while in Europe, several works with highly nationalistic and revolutionary tendencies. In March 1887, his daring book, NOLI ME TANGERE, a satirical novel exposing the arrogance and despotism of the Spanish clergy, was published in Berlin; in 1890 he reprinted in Paris, Morga’s SUCCESSOS DE LAS ISLAS FILIPINAS with his annotations to prove that the Filipinos had a civilization worthy to be proud of even long before the Spaniards set foot on Philippine soil; on September 18, 1891, EL FILIBUSTERISMO, his second novel and a sequel to the NOLI and more revolutionary and tragic than the latter, was printed in Ghent. Because of his fearless exposures of the injustices committed by the civil and clerical officials, Rizal provoked the animosity of those in power. This led himself, his relatives and countrymen into trouble with the Spanish officials of the country. As a consequence, he and those who had contacts with him, were shadowed; the authorities were not only finding faults but even fabricating charges to pin him down. Thus, he was imprisoned in Fort Santiago from July 6, 1892 to July 15, 1892 on a charge that anti-friar pamphlets were found in the luggage of his sister Lucia who arrive with him from Hong Kong. While a political exile in Dapitan, he engaged in agriculture, fishing and business; he maintained and operated a hospital; he conducted classes- taught his pupils the English and Spanish languages, the arts. For many years now the name Rizal has overtones of rebel cries. He is regarded as the symbol of revolutionary sentiments. Rizal had written novels Noli Me Tangere and El Filibusterismo that indicates no respect for Spain nor to the religious orders which are considered to be the indestructible bond of union between Mother Spain and Philippine Archipelago and these books along with other witness which criticized the colonial regime and with his campaign to secure for his country certain rights which serve as steeping stones to autonomy and eventually to independence and with his ascendancy over his countrymen. He courted Josephine Bracken, an Irish woman. He did not marry her since marriage would require him to embrace Catholicism, which was against the revolution. 1896 witnessed a nationwide uprising in the Philippines, resulting in the proclamation of a democratic republic. He chose to serve in Cuba, to help victims of yellow fever. En route, Rizal was arrested in Barcelona and sent back to Manila. He was tried before a court-martial on the charges of ‘rebellion’ and ‘conspiracy’. He was convicted and sentenced to death. â€Å"I go where no are nor butchers, nor oppressors slaves where faith does not say where God is sovereign Lord:† -Rizal The revolution claimed on June 12 1898 when General Emilio Aguinaldo raised the Philippines flag for the first time and declared independence. A few years later, Dr. Jose Rizal was declared as the National Hero of the Republic of the Philippines.

Understanding and Coping with Change

Understanding and Coping with Change For many years, the world of business has experienced an increasing rate of change. Alvin Toffler (1970) predicted the trend several decades ago. Toffler also noted that people exhibit a natural tendency to resist change. This resistance to change is a major organizational challenge that organizations must learn to manage.As individuals respond to change in different ways, and as variations in responses produce different outcomes the recognition of this resistance to change is an essential step in the development and implementation of effective change management strategies. Change, positive or negative, is unsettling because people seek stability. Certain individuals are more resistant to change than others, at times there can be situational characteristics such as a lack of trust in management contributing to this resistance to change.Often this resistance to change is out of self interest, at stake can be factors such as income, job security, pr estige, power, and personal convenience. Low tolerance for change, lack of trust in management, and self interest are all factors which result in resistance to change. However my experience suggests that lack of understanding of the need for change can be the single greatest contributing factor and is the factor which the organization has the greatest control over.My current employer is in the process of implementing a major change in the organizational structure. Without going into too much detail the restructure involves changes to the pay structure and changes in organizational reporting . As is the case with most organizational changes there has been a great deal of resistance involved. Previously I had suggested that lack of understanding of the need for change can be the single greatest contributing factor and the factor which the organization has the greatest control over.I believe that to be the case here, the organization has done an absolutely abysmal job in communicating what the changes will entail and why the changes are needed. As a result of this poor communication there is a great deal of apprehension and resistance to these changes. This poor communication has resulted in a lack of trust in senior management and an ever increasing sentiment that the changes are going to result in a reduction in pay and benefits. This protection of self interest is a natural eaction being that many of the individuals affected have been with the organization for several years. Over time a person's investment in a company escalates as pension funds accumulate and the allowed vacation time rises, along with their chances of being promoted or enjoying the benefits of seniority, this is known as the sunk cost doctrine. This investment in the organization can in turn lead to greater resistance to change as the employee seeks to maintain the status quo (Patti, 1974).Again it is imperative that the organization manage change through proper communications, detailing the nature of the pending changes and the need for and expectations of these changes. While this will not always ensure that all members of the organization agree with the changes or the need for them it will eliminated the apprehension that comes with the unknown. John Kotter of the Harvard Business School has built on existing models of change to create a more detailed approach for implementing change. Kotter began by listing common mistakes that organizations make when trying to initiate changes.These mistakes include the inability of the organization to create a sense of urgency about the need for change, failure to create a coalition for managing the change process, the absence of a vision for change and the ability to effectively communicate that vision, not removing obstacles that could impede the achievement of the vision, failure to provide short term and achievable goals, the tendency to declare victory too soon, and not anchoring the changes into the organization’s cu lture (Kotter, 1996).Kotter established eight sequential steps for organizations to use in overcoming and managing these problems. They are as follows; 1. Establish a sense of urgency by creating a compelling reason of why change is needed. 2. Form a coalition with enough power to lead the change. 3. Create a new vision to direct the change and strategies for achieving the vision. 4. Communicate the vision throughout the organization. 5. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving 6.Plan for and create reward short term wins that move the organization toward the new vision. 7. Consolidate improvements, reassess changes, and make necessary adjustments in the new program. 8. Reinforce the changes by demonstrating the relationship between new behaviors and organizational success. The first four steps essentially extrapolate on the unfreezing stage. Steps 5 through 7 represent ‘movement’. And th e final step works on ‘refreezing’. When I look at the organizational structure change my current employer is going through it is clear that they have made many of the mistakes Kotter discussed.When reviewing the unfreezing stage the organization has not created any sense of urgency or new vision to direct change. As I have discussed previously the entire communication process related to these changes has been vague at best. The restructuring project is being lead by well respected senior management within the organization, however without the other components discussed respected senior management leadership of project is not enough to ensure its success. We are currently in the movement phase of the project, this phase has been filled with a great deal of uncertainty and apprehension.Individuals within the organization are concerned as to what the end result is going to look like and ultimately how their self interests are going to be affected. The final step of refree zing has not yet occurred, so it is unclear if this project will ever achieve acceptance among the member of the organization. I believe that while the organization has made many mistakes in implementing this change it is not too late for this project to be successful. While to project is currently underway, or in the movement phase, I believe the senior management can take a step back, recognize mistakes made, and implement an expedited unfreezing stage.A component of this expedited unfreezing stage needs to be recognition of initial failures followed by creating the sense of urgency and the creation of new vision that Kotter outlined. Without that I do not foresee the organization being successful in demonstrating the relationship between new behaviors and organizational success. Kotter, J. P. (1996). Leading change. Boston: Harvard Business School Press. Patti, R. J. (1974). Organizational resistance and change: The view from below. Social Service Review, 48, 371–372. Toff ler, A. (1970). Future shock. New York: Random House.

Script The Dolls That Nobody Wanted

AUDIO Japanese Doll: Oh! Boxing Doll: What’s the matter? Japanese Doll: I’m awake! Boxing Doll: Of course, you’re awake! It’s midnight! Japanese Doll: Midnight! Boxing Doll: All dolls wake up at midnight! Japanese Doll: Do they? Boxing Doll: Everybody knows that! Japanese Doll: Will†¦ will they wake up, too? Boxing Doll: Look. They are dolls aren’t they? And it is midnight, isn’t it? And I told you before – all dolls wake up at midnight! Japanese Doll: Oh! Thank you. VISUAL Boxing Doll moves a little, stretches, yawns, flexes his muscles began to shadowbox. Suddenly Not understanding Loud, slow, clear, trying to be patient with her Frightened Looking at the others Losing his patience Japanese Doll nods in fright Japanese Doll continues to nod Pause, she is all the more frightened because the Boxing Doll talked loud at her. Timidly Boxing Doll: I’m Sorry! Japanese Doll: Sorry? Boxing Doll: For hollering. You wouldn’t know because you’re new. Japanese Doll: I was only made today. Boxing Doll: You’re pretty! Japanese Doll: Am I, Am I really pretty? Boxing Doll: I think you’re beautiful! Maybe somebody will buy you. Japanese Doll: Oh! Boxing Doll: I don’t see why somebody didn’t buy you today. The shop was full; everybody wanted dolls. Why didn’t somebody buy you? Japanese Doll: Is it good to be bought? Boxing Doll: Yes! Japanese Doll: Why? Boxing Doll: It’s the best thing that could ever happen to a doll ? to be bought, to be brought home; to be owned by somebody, to be loved. Japanese Doll: How do you know? Boxing Doll: Never mind. I know. Japanese Doll: Did somebody buy you? Boxing Doll: Yes. Japanese Doll: Then why are you here in the toy shop? Boxing Doll: They†¦. they brought me back. Japanese Doll: Oh! Please don’t cry! Boxing Doll: I’m not crying! Boxing dolls never cry! Japanese Doll: Who bought you? Boxing Doll: A man†¦a real big man. He was always laughing. He came into the shop,right through that door and he looked at the baby dolls, and said â€Å"No! † Then looked at the soldier dolls and said â€Å"Maybe† Then he looked at me and said â€Å"Yes, sir! This is the one! † and he picked me right up! Japanese Doll: Did he like you? Boxing Doll: He put me on the counter and he said to the toymaker, â€Å"I like this one. Does he box? † Japanese Doll: Do you box? Japanese Dolls smiles and is not afraid anymore. Walking around her Happy Sober judgment. This is too much for Japanese Doll. She looks down blushes. Wondering Curious With emotion Wondering Brushing away his tears, because a boxing doll should never cry Guessing This is the worst shame for any doll Touched. She puts her hand on his shoulder. Boxing doll is crying Ashamed, angry Remembering his days of glory Proud Breathless with excitement Boxing Doll: Sure, I box! The toymaker wound me up, and I worked out, right there on the counter! And when he saw me working out, the big man laughed and slapped his knee and said, â€Å"That’s exactly what I want! I’ll take five of those! I want a boxing stable for my little boy. † Japanese Doll: A stable? Boxing Doll: That’s what you call when a man owns many boxers. Japanese Doll: Oh! Boxing Doll: So he took me home! Japanese Doll: Right then? Boxing Doll: Right then! He said to the toymaker: â€Å"You can send the other four, but I’ll carry this one! † And he brought me to his office! Japanese Doll: Ooooh! Boxing Doll: I worked out for all the men. They stood me on the floor and I worked out. Japanese Doll: Did they like you? Boxing Doll: Everybody liked me! And that night he took me home, and he showed me to his wife, at night, after the little boy was in bed. I was a secret! Japanese Doll: Why secret? Boxing Doll: I was a Christmas present! Japanese Doll: Oh! Boxing Doll: Then they put me in a big drawer, with many other beautiful presents, but I was the only doll! Japanese Doll: How nice! Boxing Doll: At night I would talk to the necklace, and to the fountain pen, and to the eggbeater. Japanese Doll: An eggbeater! Boxing Doll: It was a beautiful silver eggbeater. Japanese Doll: Oh! But how did you get back here? Boxing Doll: Oh. . . that!. . . Yeah. . . The other boxing dolls arrived. The four of them. Japanese Doll: And what happened? Boxing Doll: Well, one night the big man took me out of the drawer. He said: â€Å"Come on, champ. † That’s what he call me, champ. He said: â€Å"Come on, champ. We have some sparring partners for you. † So he set me up against another boxing doll, and that other boxing doll Pitying her for her ignorance Humbly Proud Excited Happy for his triumph Modesty. Shadowboxing Pause Lost in memories Defending his fellow presents Boxing Doll is smiling with the memories Brought back to earth Proud hit me, and I fell down! Japanese Doll: No! Boxing Doll: Yes! I fell down. So the big man stood me up again, and said: â€Å"Come on, champ. Go get him. † This time I tried real hard, but the other boxing doll hit me only once, and I fell down again! Japanese Doll: No! Boxing Doll: Yes! He tried me against all the other four, and each one knocked me down immediately. When the other four boxed with each other, they stayed up, but if any of them boxed with me, I fell down. Japanese Doll: Did you get hurt? Boxing Doll: My paint was scratched†¦ Well, the big man picked me up and said to his wife: â€Å"Marge†¦ that was her name ? Marge†¦ He said: â€Å" Marge, you better take this one back and exchange it. There’s something wrong with its equilibrium. † Japanese Doll: Equi†¦ equi†¦. Boxing Doll: E – qui – lib – ri – um. That means balance. Japanese Doll: Oh! Boxing Doll: So they put me back in the drawer. And that night, at midnight, when we all woke up, the other boxing dolls told me that they were very sorry. Japanese Doll: They shouldn’t have knocked you down! Boxing Doll: No. It wasn’t their fault. A boxing doll has to box†¦ It was my fault! I couldn’t stand up†¦ I’m defective. Japanese Doll: You’re not! Boxing Doll: Yes, I am. I’m defective†¦So I crept out of the drawer and went to bed of the little boy ? the one who was supposed to get me ? and the painting angels where there. Japanese Doll: The Painting angels? Boxing Doll: The angels who paint the lines on your face at night†¦ nd the painting angels told me that the little boy was dreaming of me! Japanese Doll: How old was the little boy? Boxing Doll: Three†¦with black curls on his forehead†¦He never saw me, except in that dream†¦So I kissed him goodbye†¦and I went back to the drawer †¦ and â⠂¬ ¦. And†¦. And here I am. Horrified Slowly He chokes a little Japanese Doll: Couldn’t†¦couldn’t the toymaker fix you? Boxing Doll: He never tried†¦ I’m the doll that nobody wanted. Japanese Doll: I like you! . . I†¦ I think you’re a very nice doll. Boxing Doll: Thanks†¦ I†¦ I hope somebody buys you. Japanese Doll: You think they might? Boxing Doll: Sure. . . ou’re very pretty. Somebody will buy you. . . Japanese Doll: Oh! Boxing Doll: What’s the matter? Japanese Doll: My left arm! Boxing Doll: What’s the matter with your left arm? Japanese Doll: I don’t have one! French Soldier: Viola! Merci beaucoup! Dou pain s’il vous plait. Chevrolet coupe. What goes on here? Boxing Doll: She doesn’t have any left arm! Siamese Virgin: The poor, poor thing! Chinese Maiden: Never mind. You are very beautiful. Even with only one arm. You are very beautiful. Japanese Doll: But nobody will ever buy me , with only one arm! Muslim Warrior: Maybe the toymaker could sell you at half price! Japanese Doll: Half price! Igorot Dancer: Couldn’t the toymaker give her another arm? Boxing Doll: He won’t. He never does. French Soldier: He makes no effort to repair us. Mias non! No effort! Japanese Doll: If he made the rest of me so beautiful, could he not give me just one more arm? Siamese Virgin: I do not know why this is so. But he does not repair us. French Soldier: Like my leg. My stiff leg. A leg with no joint! Could he not put a joint? Yes! But does he put a joint? No!†¦. Bah!†¦ Who wants a soldier with a stiff leg! Siamese Virgin: At least your defect is hidden. French Soldier: Yes, at least it is hidden. It’s not so bad. Wanting to console him With the mother instinct Suddenly Startled And sure enough, she has no left arm! All the other dolls begin to wake just now, and they wake up faster because both Japanese doll and boxing doll are very excited over this new discovery. She kisses the Japanese doll In tears Bursting into tears In tears She is very calm and quiet. There is no resentment in her. Fierce, angry. He marches around. His right leg is rigid. Quietly Ashamed Japanese Doll: Where are your hands? Siamese Virgin: Did you notice only now? Chinese Maiden: She has no hands. Siamese Virgin: It does not matter. French Soldier: It does! It does matter! The toy maker is unjust! He has been unjust to all of us! Japanese Doll: To all? Boxing Doll: We are all defective. Siamese Virgin: We are the dolls that nobody wanted. French Soldier: She has no hands, but she has very sweet disposition. She is the kindest of all the dolls! Chinese Maiden: That is true. Igorot Dancer: Do not feel badly, because you have one arm. I am a dancing doll. All my sisters are dancing dolls. But I cannot dance†¦. My sisters are most graceful†¦ All of them were bought†¦. But look at me†¦. No one wants a dancing doll that cannot dance. Muslim Warrior: I’ll kill him! I’ll kill the toymaker! Igorot Dancer: He only says that. He can’t kill anybody. Muslim Warrior: Yes†¦ That is my defect†¦ I cannot draw my kris†¦ All my brothers could. They could draw, and brandish their blades above their heads, and fight! But I†¦. I am a Muslim warrior, whose hands stops right here. Igorot Dancer: It is better that way. Muslim Warrior: You are a dancer who cannot dance, and I am a warrior who cannot fight. Both of us are doomed to stay in this shop forever. Chinese Maiden: It is a beautiful shop. Japanese Doll: I don’t see anything wrong with you? Chinese Maiden: That is because I am sitting down. Japanese Doll: What is he trying to say? Boxing Doll: The Chinese maiden ? she has no feet. Chinese Maiden: It is nothing. Japanese Doll: What is the matter with him? Boxing Doll: He can’t talk. Japanese Doll: Should he be able to talk? I’m sorry. What is he trying to say? Suddenly, to the Siamese Virgin Quietly Defending the Siamese Virgin To the Japanese doll She moves and her motions are stiff, jerky awkward Savage Gently Sadly He tries to draw his kris, and the hand comes to a sudden stop six inches from the scabbard Gently Dejected Walking around the Chinese maiden The American Indian makes signs, slaps his moccasined feet and makes an negative gesture with his hand. With a gentle gesture of the hands Pointing to the American Indian The American Indian makes eloquent signs, telling her many things. She is embarrassed Turns to the boxing doll Boxing Doll: That his brothers ? all of them ? could talk. Not only talk, but whoop and holler. That is why they were all bought, because they had such a splendid wharl whoop. But this one—he is a silent redskin. Nobody wants him. Chinese Maiden: He is very good. Japanese Doll: We all have defects. Boxing Doll: Yes. Japanese Doll: We are the dolls that nobody wanted. Boxing Doll: Yes. French Soldier: It is the fault of the toymaker! Muslim Warrior: He didn’t have to make us all defective! Boxing Doll: He didn’t have to make me so that I always fall down! French Soldier: Why am I cripple? Because he wanted me to be a cripple? Boxing Doll: Right! French Soldier: The toymaker is wicked and evil! Boxing Doll: Right! Muslim Warrior: Let us destroy him! Boxing Doll: Right! Siamese Virgin: How can you destroy him? We were nothing. He made us. Should we not be grateful for our hands and eyes? Hands are wonderful. Igorot Dancer: All things are wonderful. Boxing Doll: I am a boxer who can never win. Igorot Dancer: Even defeat is wonderful. French Soldier: Women! Bah! Siamese Virgin: He made us out of his mind. He never went to Siam. He never saw out temples there. He never saw a Siamese Virgin. He read of us in books, and he dreamed. He dreamed of me, and made me, and loved me. Should I not be grateful? French Soldier: Loved you? When he gave you no hands? Siamese Virgin: I do not know why I have no hands. But there is a reason. I am sure there is a reason. French Soldier: Your sisters had hands! Siamese Virgin: Ah, yes! My sisters! They were beautiful!. . . do you remember the first night we were made? Do you remember how we danced? French Soldier: I remember. Boxing Doll: I remember. Muslim Warrior: I remember. Defending the American Indian. The Indian kneels beside her and she puts her hand to his forehead. The American Indian makes signs Quietly, to the French Soldier. The male dolls are crestfallen. They are helpless and know it. Fiercely Puzzled, a little confident Dreaming Japanese Doll: I was not here. I was not yet made. What was it like? Siamese Virgin: Well. . . you see. . . n Siam the music is a little different. The music is like this. . . Japanese Doll: Beautiful! French Soldier: The very night that they were made, my brothers were made, too! How brave! How gallant! How noble! Ah, if you would have seen them! Japanese Doll: Were they like you? French Soldier: Like me? Cripples? Not they! They were quick, and strong, and discipline! Do you remember how they march ed around the shop? Igorot Dancer: I remember! Chinese Maiden: I remember! Japanese Doll: I wasn’t here. French Soldier: Well. . . with drums. They used drums, see?. . . and everything was in cadence. . . with the rifles. . with the long bayonets. . . the drums beat, the trumpets blared, and then the soldiers came. . . Japanese Doll: Bravo! Were they all bought, your brothers? French Soldier: All but me. Siamese Virgin: The man who bought them – he did not know the soldier dolls as we know them. Franz was the best of all! French Soldier: You are very kind. Siamese Virgin: But Lani – she is a real dancing doll! You should have seen her sisters when they were new! It is wonderful how the toymaker made them! So graceful! You would think they were real! Japanese Doll: That was the first Filipino dance I have ever seen! Igorot Dancer: I do not know if we are Filipinos. She continues to explain, with gestures, and lo, she describe it so vividly that we know longer hear her voice, we really hear the music! And when she describe the dance, you could swear the Siamese dancer were there in the toy shop, dancing! They could not be, of course, but the dolls have powerful imagination, and when she finishes, it certainly seems as if we had seen a dance. Contemptuous of himself It seems as if there are soldiers in the shop At the end of description claps To the Siamese Virgin He kisses her hand To the Japanese doll Pointing to the Igorot Dancer Tom-tom, and by the golly, there are Igorot dancer! They are real! Well, I guess anything can happen in a toy shop on Christmas eve. Claps when they are gone Muslim Warrior: Of course, you are Filipinos. You were here first! You were here – your people ? even before my people. . . And my people – we came at the dawn of history! Japanese Doll: Who are your people? Muslim Warrior: The Muslims! My brothers. . . My people. . . Igorot Dancer: Our people! Muslim Warrior: Yes. . . North and South. . . different dress, different food, different dances, different tongues, but. . . Igorot Dancer: One heart. Muslim Warrior: Yes, one heart. Japanese Doll: Did your brothers dance? Boxing Doll: Well, not exactly dance. We . . . we worked out. Japanese Doll: You always say that. Worked out. What is â€Å"worked out†? Boxing Doll: Well. .we . . . we just. . . work out. I mean . . . we well, skip rope, and then we punch the light bag. The rope skipping is for footwork. The light bag is to make your eyes quick, and to give you timing. Then calisthenics, and weight pulling, and the heavy bag, and then sparring. Japanese Doll: I do not understand a single word. Boxing Doll: Look. . . I will explain. Roadwork. Let’s start with roadwork. . . Japanese Doll: Ah! I see! Boxing Doll: Whew, what a workout! Japanese Doll: Workout? Boxing Doll: Oh, no! No! That means another thing. I mean. . . Is that so? Oho! Oho! Is that so? Japanese Doll: Don’t fight! Boxing Doll: He says his brothers could lick my brothers any day in the week. And twice on Sunday! He says his brothers could beat my brothers six times a week and twice on Sunday. Chinese Maiden: He comes from San Beda. Boxing Doll: I’d like to see your brothers. I’d just like to see ‘em. Proudly. And there they are! They look fierce and can certainly swing a kris. They don’t have any trouble getting them out of the scabbards. To the Boxing doll Desperate. Boxers are working out in the toy shop. At end Mopping brow Suddenly American Indians signs to the Boxing Doll. The American Indians signs again. Boxing Doll looks tough. The American Indians signs. Boxing Doll is enraged. Happy The American Indian claps his hands, and. . Japenese Doll: How wild! How blood-thirsty! Is he wild? Chinese Maiden: He is very gentle. Japanese Doll: What does he say? Chinese Maiden: He says you ought to see my sisters. He says my sisters are very lovely. Japanese Doll: What does he say? What is he saying? Boxing Doll: He says that of all the Chinese dolls that the toymaker made, the loveliest is Lau Ying. Japanese Doll: The loveliest is Lau Ying. Who is Lau Ying? Chinese Maiden: Even though I cannot walk? Japanese Doll: I can translate that! He says that you are by far the loveliest, even though you cannot walk. Chinese Maiden: You should have seen my sisters. Japanese Doll: Did. . . Did I have any sisters? Boxing Doll: You did! Japanese Doll: Many? Boxing Doll: Many. Japanese Doll: Where are they? Boxing Doll: They were all bought. Japanese Doll: All bought, except me. Boxing Doll: The toymaker made you last, just today, after all the others were sold. Japanese Doll: He must have made me in a hurry, to have forgotten my arm. there they are! In fact, you hear them long before you see them because they come howling and whooping into the shop, complete with tomahawks and almost scalp the Boxing Doll but the silent Indian stop them. When they are gone. To the Chinese Maiden pointing to the silent Indian. Putting her hand on the Indians arm. The American Indian signs eagerly. To the Chinese Maiden. The American Indian signs again eagerly. She flushes with happiness. The American Indian signs again earnestly and she hangs her head silently. The Chinese Maiden shakes her head and will not talk. Her eyes are on the ground. The American Indian signs again earnestly. Japanese Doll looks at the Boxing Doll. Carefully Pauses while she thinks about this. Suddenly. Boxing Doll points to the Chinese Maiden. The American Indian nods contentedly. Looks up at him. The American Indians signs to her. Happy. The Chinese Maiden looks at her. Shakes her head sadly The sisters come gracefully; they are all lovely but Lau Ying is the loveliest of them all. When they are gone Hangs her head in shame Siamese Virgin: The toymaker is never in a hurry. Japanese Doll: Then why did he forget? Siamese Virgin: The toymaker never forgets. Japanese Doll: You mean. . . you mean he left my arm off deliberately? Boxing Doll: Yes. French Soldier: He made us all defective, deliberately. Japanese Doll: How cruel! Siamese Virgin: There must be a reason. French Soldier: The reason is that he is a mean and a wicked toymaker! Siamese Virgin: Don’t say that! Japanese Doll: But my sisters – my beautiful sisters – they all had arms? Siamese Virgin: Yes, they all had arms. Boxing Doll: Why? Japanese Doll: Why what? Boxing Doll: Why do I fall down? French Soldier: Why is my leg stiff? Igorot Dancer: Why am I so awkward? Muslim Warrior: Why does my hand stop, right here? Siamese Virgin: It is not because the toymaker is defective. He could have made us perfect, if he wanted to. Japanese Doll: But he didn’t want to. Boxing Doll: Why? First Painting Angel: Why, what? Second Painting Angel: Yes, why, what? Boxing Doll: Why did the toymaker make us all defective? Japanese Doll: Who are they? Siamese Virgin: They are the Painting Angels. Japanese Doll: Painting Angels? Siamese Virgin: Yes. At night they go around while people are asleep and paint the thought lines into all their faces. First Painting Angels: It’s wonderful work! You know where we just were? Looks from one doll to the other. They hang their heads. Tries not to cry Tries to defend the toymaker. Consoles her, the Japanese girls come softly into the toy shop, and maybe. . . maybe. . . these are the prettiest of all. They have fans, of course, and parasols, and this helps them to look beautiful. When the Japanese dolls are gone, all are silent, all thinking the same thing. Tries to draw his kris for a thousandth time, and angry Loud, clear, strong, voicing the silent rebellion of all of them. Two little angels pop in the toy shop. They carry paint and brushes. Boxing Doll: Where? Second Painting Angels: At the toymaker’s! First Painting Angels: We were painting the thought lines I his face. On Christmas Eve the thoughts of everyone are beautiful, but the toymaker’s thoughts – they were the prettiest of all! Boxing Doll: What was he thinking of? Second Painting Doll: He was thinking of you. Boxing Doll: Us? First Painting Angel: Yes, all of you. He was thinking of the dolls that nobody wanted. Boxing Doll: What was he thinking about us? French Soldier: Was he sorry because of the money he lost when nobody bought us? First Painting Angel: No. Muslim Warrior: Was he gloating over our misery? Was he happy because we are sick? Second Painting Angel: Oh, no! Japanese Doll: Angel, what was he thinking? First Painting Angel: Well, he always thinks of all the dolls he has made. He loves every one. Boxing Doll: Loves! Ha! First Painting Angel: Yes. He loves every one. But he cannot keep any, because he is such a good toymaker that all his dolls are beautiful and so people buy them. As soon as he makes a doll, someone falls in love with it and buys it. He wants to keep his favorite dolls, but he cannot, because he is a toymaker and he has to sell whatever people want to buy. Boxing Doll: What has that to do with us? First Painting Angel: I’m getting to it. Everytime the toymaker sells a doll we have to paint a little sad line into his face, because he loves each doll so much. But tonight – tonight he was thinking of you, and all the lines are smiling lines. Japanese Doll: Why, angel? Boxing Doll: Why? French Soldier: Why? Siamese Virgin: Angel, please tell us why? First Painting Angel: You are the dolls that he loves most†¦He always loved you best Grimly Cheerfully Casually Snorting in contempt Fierce Quietly in earnest even before he made you, even when you existed only in his mind. And he knew, from his long experience with toys, that if he made you perfect you would go away from him. So he made your leg stiff, soldier. And he left off your hands my little virgin. And he made you so you could not win. And he made you so you could not win. He made you so you would always lose, and would be his, forever. Japanese Doll: You mean. . . he wants us. . for himself? Second Painting Angel: You are the ones whom the toymaker loves. First Painting Angel: There was no other way to keep you. Siamese Virgin: I knew there was a reason! Second Painting Angel: You see, the toymaker always thinks of all his toys. He never forgets a single one! Tonight, while he was sleeping, they were dancing through his head, all of them, the Siamese Temple Girls, and the brave French Soldiers. . . Second Painting Angel: They are always in his mind, even when he should be sleeping – the Igorot Dancing Girls and the Muslim Warriors. . . He never forgets them, no matter how far apart they are, even if they are on the opposites sides of the earth – the American Indians and the lovely Chinese Maidens. . . He never forgets you, sweet little Japanese Doll, even though you have only one arm. . . and he never forgets you, Boxing Doll, even though you never win. . First Painting Angel: But you. . . the defective ones. . . you are the ones he wants for himself. Of all the toys that the toymaker has made, he loves you the best. Second Painting Angel: That’s why you’re defective, soldier. Sighing deeply Across the shop, the soldiers and the maidens dance, just as they danced across the mind o f the toymaker. Together they dance Together they dance. They claim the American Indians came originally from China, over the Bering Sea, and when you see them dance together you think maybe this is true. . . The Japanese Dolls and the boxers, all mixed up, are in the mind of the toymaker. Putting her hand on the shoulder of the French Soldier. Suddenly, the clock strikes, all stop, frozen, listening. One – two – three- four – five – six! Boxing Doll: Six o’clock! Muslim Warrior: Here comes the toymaker! Toymaker: Poor little Chinese Doll! You feel rejected. When all the other dolls were bought, and you were left – it was like a slap in the face. . . like a slap in the face. . . Roman Soldier: Answerest thou the highest priest so? The Man: If I had done evil, give me testimony of the evil. But if well, why strikest thou me? Toymaker: My warrior. . . my warrior who cannot fight. . . he other dolls were taken and you were left here. You were rejected. Others were chosen, instead of you. . . that is painful. I know. . . Crowd: Barabas! Barabas! Give us Barabas! Pilate: But what shall I do with him? Crowd: Crucify him! Crucify him! Pilate: Shall I crucify your king? Crowd: We have no king but Caesar! Barabas! Free Barabas! Away wit h this man! Crucify him! We have n king but Caesar! At the door, loud, strong, clear. The dolls hurry back to the position they were in when we first saw them, in the blue moonlight. The two angel steal softly away. The toymaker opens his door and comes in. He is a white haired, gentle old man, and we can see his face the lines that the painting angels have painted – the sad lines and the smiling lines. He goes from doll to doll, looking at each one. He stops to look at the Chinese Doll. Music: Chinese theme Gently Outside of the shop, somewhere beyond the street, we see a man standing with his hands bound, and two Roman Soldiers standing beside him. Harshly. The soldier turns and slaps the man across the face. We hear the slap, loud and clear. Slowly, the man disappears and we see the street again. The toymaker goes to the French Soldier. (Music: The French man’s theme) Then he goes to the Igorot Dancer. (Music: Igorot theme) He also moves to the Muslim Warrior (Music: Muslim theme) Gently Somewhere outside the shop, and beyond the street, we see a white balcony. A man is standing on the balcony, with his hands bound behind him. Pilate, the governor, is bending over the white rail. Pilate washes his hands. The crowd shouts A Lone Harsh Voice: Barabas! Toymaker: My Boxing Doll. . . you are always falling down. . . you lost in public. . . you were shamed and humiliated. . . you fell, not dance, but many times. . . that is painful. I remember. The Man: Father, forgive them, for they do not know what they do! Boxing Doll: Lord, remember me! French Soldier: Remember me! Muslim Warrior: Remember me! The Man: This day. . . this day thou shalt be with me. . . in paradise! Triumphantly. Slowly the balcony fades, and we see the street again. The toymaker goes to the Siamese Virgin and looks at her, his head to one side. (Music: The Siamese Theme) Toymaker goes to the American Indian and looks at him with love. (Music: Indian Theme) He goes to the Japanese Doll (Music: Japanese theme) Finally, he goes the Boxing Doll. Outside the shop, and beyond the street, we see the man carrying his cross. He is flanked by two soldiers and two workmen, who have hammers and nails. . . The man falls. The crowd roars. The two soldiers lift the man to his feet. They strip off his clothing. One of the soldiers carries the clothing away triumphantly. The other soldier forces the man down on the cross. The workmen nail him to it. We hear the sound of the hammers. Nailing is finished. . . The cross is elevated. The man hangs there while the soldiers roll dice for the robe, and the workmen sit at the foot of the cross. Suddenly wheeling toward the cross. Suddenly turning toward the cross. Turning toward the cross. The American Indian makes a painful, inarticulate sound which means Remember me. The girl dolls turn slowly to the cross and lift up their arms in supplication. On the cross Slowly, the cross fades and we see the street again. The dolls turn toward the door of the toymaker. He is standing there, with his arms outstretched. The dolls turn to their original position. Slowly the toymaker comes down the steps and goes to the Boxing Doll and the Japanese Doll. He stands between them, looking from one to the other. Then he puts his hand, gently, on the shoulder of the Boxing Doll. Music-up full to finish.

Beer Game

The Beer Game Copyright by Professor John Sterman, MIT October 1984 Sources:http://www. sol-ne. org/pra/tool/beer. html The Fifth Discipline: Pg 27-54 Why play the ‘Beer Game’? Instructions for running the game Steps of the Game Outline for post-game discussion and tasks Supplies Checklist & Mock-up of the Game Board Bibliography CHARTS AND TABLES TO PRINT OUT: [only issue Table 1 and 2 at the onset of the game. Chart 1-3 to be distributed at the end of the game and before post-game discussion. ] Table 1:Record Sheet: Cost of Inventory and Backlog Table 2:Computation of cumulative inventory backlogGraph 1:Inventory and Backlog Graph 2:Orders Graph 3:Perceived order by Customers Slide 1:Facilitator Slides Slide 2:Facilitator Slides Slide 3:Facilitator Slides Slide 4:Facilitator Slides Slide 5:Facilitator Slides Slide 6:Facilitator Slides Slide 7:Facilitator Slides Slide 8:Facilitator Slides Contact Point for loan of Beer Game Set: If you or your unit is interested in play ing this game and need assistance, please contact any of the 1Y LO participants, including the webmaster: Ms Sheila Damodaran at [email  protected] gov. sg. The game sets are kept at TRACOM's Resource Centre (SIRC, TRACOM).Contact: 3594241. Why play the Beer Game? The Fifth Discipline, pg 27 [Prisoners of the System, or Prisoners of our Thinking] This game was developed by Professor John Sterman of MIT to introduce people to fundamental concepts of systems dynamics. Participants experience the pressure of playing a role in a complex system, and come to understand first hand a key principle of systems thinking that structure produces behavior. The Beer Game is a simulation exercise – like a laboratory experiment, where one is able to see: ? The consequences of your decisions play out more clearly in real organisations; In effect it presents a microcosm of how a real organization functions. ? Shift in prevailing assumption of what is required of us for creating fundamentally different organisations; from a perspective of â€Å"the system we are trying to change is out there and we (as change agents) are trying to fix it† to â€Å"we and the system are inextricably linked together†. It was first developed in the 1960s at the Massachusetts Institute of Technology’s Sloan School of Management. Because it is a â€Å"laboratory replica† of a real setting (rather than reality itself), we can: Isolate the disabilities, and; ? Their causes more sharply than is possible in real organisations. Often this reveals that the problems originate in basic ways of thinking and interacting, more than in peculiarities of organisations and policy. Instructions for Running The Beer Distribution Game John Sterman October 1984 This document outlines the protocol for the beer distribution game developed to introduce people to concepts of system dynamics. The game can be played by as few as four and as many as 60 people (assistance is required for lar ger groups).The only prerequisite, besides basic math skills, is that none of the participants have played the game before, or else agree not to reveal the â€Å"trick† of the game. 1. State purpose of Game: a) Introduce people to the key principle â€Å"structure produces behavior† b) Experience the pressures of playing a role in a complex system 2. Provide overview of production-distribution system: a) The game is played on a board, which portrays the production and distribution of beer (show board game). [pic] b) Orders for and cases of beer are represented by chips, which are manipulated by the players.The players at each position are completely free to make any decision that seems prudent. Their only goal is to manage their positions as best as they can to maximise profits. c) Each brewery consists of four sectors: retailer, wholesaler, distributor and factory. One person manages each sector. d) A deck of cards represents customer demand. Each week, customers dema nd beer from the retailer, who ships the beer requested out of inventory. The retailer in turn orders beer from the wholesaler, who ships the beer requested out of the wholesaler's inventory.Likewise, the wholesaler orders and receives beer from the distributor, who in turn orders and receives beer from the factory. The factory produces the beer. At each stage there are shipping delays and order receiving delays. These represent the time required to receive, process, ship and deliver orders, and as well be seen play a crucial role in the dynamics. e) If your participants are not familiar with the concept of manufacturing, shipping, and distribution, consider presenting these concepts initially before proceeding. Call the participants together at one board and demonstrate each step of the way carefully.Often it is the lack of this information that causes the initial confusion of the game. You could say something like: â€Å"The Beer Game immerses us in a type of organization that is widely prevalent in all industrial countries: a system for producing and distributing a single brand of beer. There are four main characters in the story – a retailer, a wholesaler, a distributor and the Marketing Director of a brewery †¦ f) The players at each position are completely free to make any decision that seems prudent. All they have to do is meet customer demand and order enough from your own supplier while avoiding costly backlogs.They should manage their positions as best as they can to maximise profits. 3. State Basic rules: a) Have each team pick a name for their brewery (e. g. the name of a real beer). Have them label their record sheets with the name of their brewery and their position, e. g. retailer, wholesaler, etc. b) Have each person ante up $1. 00, or an appropriate amount, which will go to the winning team, winner take all (optional). c) The object of the game is to minimize total costs for your team. The team with the lowest total costs wins. Co sts are computed in the following way: ? The carrying costs of inventory are $. 0 per case per week ? Out-of-stock costs, or backlog costs, are $1. 00 per case per week ? The costs of each stage (retailer, wholesaler, distributor, factory) for each week, added up for the total length of the game, determine the total cost. d) No communication between sectors. Retailers should not talk to anyone else, same for wholesalers, distributors, and factories. The reason for this is that in real life there may be five factories, several dozen distributors, thousands of wholesalers, and tens of thousands of retailers, and each one cannot find out what the total activity of all the others is.The only communication between sectors should be through the passing of orders and the receiving of beer. e) Retailers are the only ones who know what the customers actually order. They should not reveal this information to anyone else. f) All incoming orders must be filled. If your inventory is insufficient to fill incoming orders plus backlog, fill as many orders as you can and add the remaining orders to your backlog. 4. Steps of the Game. a) Issue only Table 1 and Table 2 to all the participants. b) The game Facilitator should call out the steps as the game progresses. ) The first few times when the system is still in equilibrium the facilitator should go through the steps very slowly to make sure people have the mechanics down. d) Notice that of the six steps of the game, only the fifth, placing orders, involves a decision. e) The remaining five steps only involve moving inventory of beer or order slips or recording your position, and are purely mechanical. For the first few weeks the facilitator should tell everyone to order four units to keep the system in equilibrium. 5. Initialization of the boards: ) There should be twelve pennies or chips representing twelve cases of beer in each inventory. Each chip or penny represents one case. There should be four pennies in each shipping box and production delay. b) There should be order slips with â€Å"4† written on them, face down in each incoming and outgoing order box (orders and production requests). A supply of blank order slips should be available at each sector, as well as a supply of pennies or chips. c) The deck of cards with the customer demand should not be revealed in advance.The pattern of customer demand that is most effective for first-time players is a pattern of (†¦. To be revealed after the game/debrief by the Game Leader). d) Each order deck should have fifty weeks' worth of cards, and the players should be told that the game will be fifty weeks long. Typically it's only necessary to run the game thirty-five weeks or so in order to see the pattern of fluctuation, but telling the players it will be fifty weeks prevents horizon effects, where they run their inventories down because they feel the end of the game is coming. 6. Tips for Facilitators: ) It's very helpful if the game facil itator makes sure that each team stays in step so that you can quickly glance around the room and see that everyone is at the right place. Remind the participants to follow the steps in order to keep pace of the game. b) The game facilitator should write the current week on the blackboard as the steps for that week are called out. c) In about the eighth or ninth week the retailer will run out of inventory and have a backlog for the first time. People do not understand the meaning of backlogs, or the cumulative nature of the backlog.It is necessary to stop the game at this point, ask everyone to pay attention, and explain how backlog accounting works. Explain that: The backlog represents orders you've received, but have not yet filled, and which you must fill in the future, and d) The backlog is cumulative. â€Å"Next week you have to fulfill the incoming orders that you receive, plus whatever is in your backlog, if possible. If it not possible to fulfill the incoming orders, then t he amount left over is added to the existing backlog and must be filled in later weeks. † (see Table 2). ) Emphasize at this point that backlog costs twice as much as inventory. You may need to do this one or two more times, and should be careful to check and be sure that they do in fact fill their backlog. It is helpful to write the following equation on the blackboard to help with backlog accounting (see below). Orders to fill = New orders + Backlog this week + last week + †¦ f) The game can be played in as little as one and a half hours if the facilitator maintains a very brisk pace. The debriefing usually requires at least 40 minutes and can be expanded substantially. g) Consider having 2 persons to play each role.One person is responsible for taking the decision and advancing the chips and order slips and the other person to maintain the figures and filling up Tables 1 and 2. The pair may switch their roles mid-way during the game. 7. End of game a) Halt the game aft er about 36 weeks (but play the game, up to that point as if it is going on to 50 weeks, to avoid unusual end-of-game moves). b) Ask each position on each team to calculate their total cost: c) Cost = Total inventory x $0. 50 + Total Backlog x $1 and to mark the total cost on the Record Sheet for the position d) Pass out Orders graph sheets – one to each position.Ask each position to graph their own orders, week by week. Clarify to Factory that they will graph their Production Requests. e) Pass out Effective Inventory graph sheets – one to each position. Ask each position to graph the inventory week by week, showing any backlog as negative inventory. f) Team name and position must be indicated on all sheets. Once the graph is complete, have the players connect the dots with a bold magic marker (colour coded – Retailer = black, Wholesaler = blue, Distributor = green and Factory = red – to the board) for ease of viewing by the group. ) Pass out the Customer Order graph sheets to everyone except Retailers. Ask each person to sketch what he or she thinks the customer order rate looked like over time. Ask each to indicate a simple scale or maximum value. ? Ask retailers not to discuss anything about customer orders until after the debrief of the game. h) Collect all the sheets, and send players off for a break. i) During break: ? Calculate team costs to determine the winner and compute the average team cost. ? Tape sheets together (as shown below) and hang up team graphs.Effective Inventory Team 1Team 2Team 3 |Retailer | |Retailer | |Retailer | | |Wholesaler | |Wholesaler | |Wholesaler | | |Distributor | |Distributor | |Distributor | | |Factory | |Factory | |Factory | |Orders/Production Requests Team 1Team 2Team 3 |Retailer | |Retailer | |Retailer | | |Wholesaler | |Wholesaler | |Wholesaler | | |Distributor | |Distributor | |Distributor | | |Factory | |Factory | |Factory | |STEPS OF THE GAME (Adapted) |Step # |General instructions |Speci fic Instruction to players playing the roles| | | |of Factory/ Retailer | | |Receive inventory (move chips from shipping delay 2 into current |Factory advance from production delay 1 to | | |inventory) and advance the shipping (from shipping delay 1 to |production delay 2. | |shipping delay 2). | | | |Use both hands to slide the chips over from respective boxes. | | | |Caution players not to move all chips into one box]. | | | |Look at incoming orders (check the order slip placed in your |Retailer draws consumer card. Follow | | |inbox) |instructions as in adjacent set. ] | | |Fulfill orders from your stock (your current inventory only). | | | |Move chips out into shipping delay 1 of the player downstream. | | | |All incoming orders must be filled. Facilitator to re-mention | | | |this step when the team has entered week 6/8) If your inventory | | | |is insufficient to fill incoming orders plus backlog, fill as | | | |many orders as you can and add the remaining orders to your | | | |backlog (use Table 2 to work out your cumulative backlog). | | |Record your balance inventory and/or cumulative backlog (in the | | | |latter case your balance inventory would have been reduced to | | | |zero) on Table 1. | | | |Advance the rder slips that you placed in the previous week from|Factory introduces production requests from | | |your outbox into the inbox of the player upstream. |previous week into production delay 1. | | |Take decision on the orders you wish to place for the upcoming | | | |week. Place your order slips in your outbox. | | | |Record your orders on Table 1. | FOLLOW-UP TASKS AND OUTLINE FOR POST-GAME DISCUSSION (Adapted) |Step # |Tasks and outline |Group Task | | |Remind participants of the objective |Emphasize that although they played the game to minimize cost, that's | | |of the game. |not the real purpose of the game. | | | | | | |The game is designed to: | | | |give players an experience of playing a role in a system | | | |show them how â€Å"st ructure produces behavior† | | |Request players tabulate total current|None. | |inventory, cumulative inventory on | | | |Table 1. | | | |Accounting: |None. | | |Record penalty of $0. 50 per item in | | | |inventory (at each stage). | | | |Record penalty of $1. 0 per item | | | |ordered but not filled. | | | |Plot inventory versus time (Chart 1) |Place charts at front of classroom for everyone to see (see typical | | |and unfilled orders (on Chart 1 also) |chart below). | | |versus time for your stage and for | | | |your company overall. | | | | | | |Plot order versus time (Chart 2) for |Place charts at front of classroom for everyone to see (see typical | | |your stage and for your company |chart below). | | |overall. | | | | | | | | | | | | | | | | | | | | | | |Ask participants: |Each of the players had the best possible intentions: to serve his | | |What’s going through the minds of the |customers well, to keep the product moving smoothly through the system, | | |p layers? |and to avoid penalties. Each participant made well-motivated, clearly | | |What problems arose during the game |defensible judgments based on reasonable guesses about what might | | |playing? |happen.Still there was a crisis- built into the structure of the | | | |system. | | | | | | | |Most people try to explain reality by showing how one set of events | | | |cause another or, if they've studied a problem in more depth, by showing| | | |how a particular set of events are part of a longer term historical | | | |process. | | | | | | |Have the participants illustrate this for themselves by looking at their| | | |own â€Å"explanations† for events during the game. | | | | | | | |Take a particular incident in the game, for example a large surge in | | | |production requests at the factory, and ask the person responsible why | | | |they did that. | | | | | | |Their answer will invariably relate their decision to some prior | | | |decision of the person they supply or who supplies them. Then turn to | | | |that person and ask them why they did that. Continue this until people | | | |see that one can continue to relate one event to earlier events | | | |indefinitely. | | | | | | |Wholesaler/Distributor may say: â€Å"I am ordering four/fives times my usual| | | |order. Maybe the retailer is ordering so much because they can’t get | | | |any of the beer from me. Either way I have to keep up. I am dismayed | | | |the brewery had just stepped up production. How could they be slow? | | | |What if I can’t get any of the beer and they go to one my competitors? | | |The backlog costs due. I am afraid to tell the accountant what to | | | |expect. † | | | | | | | |Retailer may say: â€Å"I ordered more just to be safe and to keep up with | | | |the sales. I don’t want to get a reputation for being out of stock of | | | |popular beers.By the time I call my backlogged customers, I am sold | | | |out before I can sell a single new cas e. What is that wholesaler doing | | | |to me? Doesn’t he know what a ravenous market we have down here? I | | | |think of all the lost potato chip sales† | | | | | | | |Brewery may say: â€Å"Even after Week 14 I had not caught up with the | | | |backlogs.At Week 16 I have finally caught up but the distributors had | | | |not asked for any more beer at all? Why did the order mushroom and then| | | |die? † | | | | | | | |â€Å"The orders have finally arrived but what’s wrong with the retailers? | | | |Why have they stopped ordering? † | | | | | |Briefly describe what strategy you |After a few minutes (about 10) of discussion, look at the graphs of the | | |developed during the game for making |results. Ask them, â€Å"What commonalities do you see in the graphs for the| | |ordering decisions. |different teams? † | | | | | | | |Participants should see common pattern of overshoot and oscillation. | | | |This should be most evident in the effect ive inventory graph. | | | | | | |Get them to really see for themselves that different people in the same | | | |structure produce qualitatively similar results. Even though they acted | | | |very differently as individuals in ordering inventory result (there was | | | |free will), still the overall patterns (qualitative pattern) of behavior| | | |are similar. | | | | | | |This is a very important point–take as long as necessary to have them | | | |see it for themselves. | | | | | | | |Obviously at the factory, the Marketing Director will be blamed for any | | | |layoffs or plant closings that come out of this crisis – just as the | | | |wholesaler blamed the retailer and the retailer blamed the wholesaler | | | |and oth wanted to blame the factory. | | | | | | | |You might reflect at this point on what happens in the real world when | | | |such performance target oscillations are generated. The typical | | | |organizational response is to find the â€Å"person respon sible† (the guy | | | |placing the orders or the inventory manager) and blame him. | | | | | | |The game clearly demonstrates how inappropriate this response | | | |is–different people following different decision rules for ordering a | | | |generated oscillation. | | |Plot what you think was the customer |After having had them all see the extent to which different people | | |order over time (Chart 3) during the |produce similar results in a common structure, you then need to move on | | |game. |to what is usually the most powerful point made by the game: that | | | |internal structure not external events cause system behavior. | | | | | | |The way to make this point is to ask the following question: | | | | | | | |†All of you who were not retailers, or who otherwise have not found out | | | |what the pattern of customer orders was, what do you think the customers| | | |were doing? † | | | | | | | |Most people usually believe that customer demand was fluctu ating because| | | |they believe that the system fluctuations must have been externally | | | |driven. Most draw a curve which rises and falls, just as their orders | | | |rose and fell. | | | | | | |Get each of them (other than retailers) to see that they assumed | | | |fluctuating customer orders. | | |Retailer in your team to plot actual |Draw in each order rate graph the actual customer ordering pattern. The| | |customer order on the same chart. |small step from 4 to 8 orders should make a strong visual impression in | | | |contrast to the order rate fluctuations which often have amplitude of | | | |20- to 40-orders per week.Moreover, the sustained oscillations | | | |generated by the system contrast sharply to the absolutely flat customer| | | |order rate after the step at week 5. | | | | | | | |The Retailer may respond with: â€Å"The demand never mushroomed. And it | | | |never died out. We still sell eight cases of beer – week after week. | | | |But you didn’t send us the beer we wanted. So we had to keep ordering, | | | |just to make sure we had enough to keep up with our customers†. | | | | | | | | | | | | | | |This simple exercise of getting them to see how, contrary to their | | | |expectations, the internal system structure is completely capable of | | | |generating fluctuating behavior is the most profound lesson they can | | |Are the oscillations due to external |learn from the game. | | |or internal reasons? | | | |It is important that they see this for themselves, as a demonstration or| | | |an experimental result, which they did, not as an idea of which you're | | | |trying to convince them. In fact, the game is an experiment in very true| | | |sense. The result of oscillating behavior was not predetermined. | | | | | | | |The assumption that the system's problems are caused by the customer | | | |stems from our deeply felt need to find someone or something to blame | | | |where there are problems. | | | | | | |Initially after the game is over, many believe that the culprits are the| | | |players in the other positions. This belief is shattered by seeing that| | | |the same problems arise in all plays of the game, regardless of who is | | | |manning the different positio ns. Many then direct their search for a | | | |scapegoat toward the consumer. | | | | | | |But when their guesses are compared with the flat customer orders, this | | | |theory is shot down too. This has a devastating effect on some players. | | |In the last 20 years, the beer game |If literally thousands of players all generate the same qualitative | | |has been played thousands of times in |behaviour pattern the causes of the behaviour must lie beyond the | | |classes and management training |individuals. The causes of the behaviour must lie in the structure of | | |seminars. It has been played on five |the game itself. | |continents, among people of all ages, | | | |nationalities, cultural origins and |When placed in the same sy stem, people however different, tend to | | |vastly varied business backgrounds. |produce similar results. | | |Some had never heard of a production/ | | | |distribution system before; others had|In system dynamics we take an alternative viewpoint—that the internal | | |spent a good portion of their lives |structure of a system is more important than external events in | | |working in such businesses. |generating qualitative patterns of behavior. | | | |A system causes its own behaviour. In the game.The structure that | | |Yet every time the game is played the |caused wild swings involved the multi-stage supply chain and the delays | | |same crises ensue. First there is |intervening between different stages (refer Tools on ST), the limited | | |growing demand that can’t be met. |information available (refer Tools on TL) at each stage in the system, | | |Orders build throughout the system. |and the goals, costs, perceptions and fears (refer Tools on MM) that | | |Invent ories are depleted. Backlogs |influenced individuals’ orders for beer. | | |grow. Then the beers arrive enmasse | | | |while incoming orders decline. |These an be illustrated by this diagram: | | | | | | |By the end of the experiment, almost | | | |all players are sitting with large |Events | | |inventories they cannot unload –e. g. |(e. g. inventory backlogs and surges) | | |it is not unusual to find brewery and | | | |distribution inventory levels in the | | | |hundreds over hanging orders from | | | |wholesalers for 8-12 cases per week. Patterns | | | |(Panic behaviours / oscillations) | | | | | | | | | | | | | | | |Structure | | | |(only form of communication is through order slips, the use performance | | | |measures by inventory and order sizes and the effect of delays – from | | | |upstream) | | | | | | | |But also remember the nature of structure in a human system is subtle | | | |because we are a part of it and this means we often have the power to | | | |alter structures, which we are operating. | | | | | | | |How can such controlling structures be recognised? | | | | | | | |Characteristic pattern of order buildup and decline at each position, | | | |amplified in intensity as you move upstream from retailers to breweries. | | | | | | |Each position goes through an inventory-backlog cycle: first there is | | | |insufficient inventory and then there is too much. | | | | | | | |Assumptions of an external cause (e. g. the other players or the | | |Think of examples in your |customer) are characteristics of non-systemic thinking. | |organisations where you can apply | | | |these principles. When we feel: |How would such knowledge help us to be more successful in a complex | | |Too much work? |system – redefining your scope of influence? | | |Not enough information? | | | |Too many changes? |Each player adopts the simplest ordering policy possible – simply place | | |Not able to manage changes? |new orders equal to ord ers he received. When this strategy is followed | | |Someone is unfair to you? unswervingly by all the players, all positions settle into stability by | | |Customers are demanding? |Week 11. The strategy may generate persistent backlogs (may not be | | | |practical in real life as it invites competitors to enter the market) | | | |but it eliminates the buildup and collapse in ordering and the | | | |associated wild-swings in inventories. In 75% of teams that play the | | | |game, the â€Å"no strategy† position have a lower total cost. | | |Most players see their job as â€Å"managing their position† in isolation | | | |from the rest of the system. What is required is to see how their | | | |position interacts with the larger system – your influence is broader | | | |than simply of your own position. | | | |You pay close attention to own inventory, costs, backlog, orders, etc. | | | |(events).You respond to new orders by shipping out beer. What this | | | |view misses, is the ways that your order influences your supplier’s | | | |behaviour. Which in turn might influence yet another supplier’s | | | |behaviour. For example, if they place a large number of orders, they | | | |can wipe out their supplier’s inventory, thereby causing their | | | |supplier’s delivery delay to increase.If they then respond by placing | | | |still more orders, they create a â€Å"vicious cycle† that increases problems| | | |throughout the system (see below). Players that share the systems | | | |viewpoint tends to win – in order for you to succeed others must succeed| | | |as well. | | | | | | | |Causal Diagram of effect of systemic structure downstream & delays | | | |upstream | | | | | | | | | | |(see overleaf) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |What do you believe to be the causes |This is a good point to introduce learning disabilities and our ways of | | |of these problems? thinking in an organization: | | | | | | | |Fixation on events – Each player focuses on events giving very little | | | |power to alter the course of events at a structural or strategic levels. | | | |I am my position – because they â€Å"became their positions†, people do not | | | |see how their own actions affect the other positions. | | |The enemy is out there – The game reveals the problems originate in | | | |basic ways of our thinking and interacting, more than in peculiarities | | | |of organisations and policy. Often when problems arise, people quickly | | | |blame each other – â€Å"the enemy† becomes the players at the other | | | |positions, or even the organization structure and polices and/or | | | |customers. | | |The illusion of taking charge – when they get â€Å"proactive† and place more| | | |orders, they make matters worse. | | | |The pa rable of the boiled frog – because their overordering builds up | | | |gradually, they don’t realise the direness of their situation until its | | | |too late. | | | |Delusion of learning from experience – by and large they don’t learn | | | |from their experiences because the most important consequences of their | | |actions occur elsewhere in the system, eventually coming back to create | | | |the very problems they blame on others. | | | |The Myth of the Management Team – the teams running the different | | | |positions become consumed with blaming the other players for their | | | |problems, precluding any opportunity to learn from each others’ | | | |experience. | | |What could we do to potentially change|Analysis using Levels of Perspective tool: | | |the behaviour observed in the game? Espoused Vision: Everybody working as a team | | | |Vision-in-Use: I am my position | | |Check-up the Vision-Deployment Matrix. |Systemic Structure-in -use: No communications, minimising losses for | | | |one’s position and overanticipating the orders | | | |Patterns-in-use: Are not able to meet orders in time and having to deal | | | |with delayed productions and over-doers in the long-run. | | | |Events: Is constantly reacting leading to frustrations and burnouts in | | | |the long-run. | | |Desired Systemic Structure: First, wait patiently for the beer that you | | | |have ordered but because of the delay, it has not yet arrived. Second, | | | |don’t panic. It takes discipline to contain the overwhelming urge to | | | |order more when backlogs are building and your customers are screaming. | | | |Without the discipline, you and everyone will suffer. Third, assume a | | | |†No strategy† approach can actually work. | | |Shift in prevailing assumption of what is required of us for creating | | | |fundamentally different organisations; from: | | | |Firstly, a perspective of â€Å"the system we are trying to change is out | | | |there and we (as change agents) are trying to fix it† to â€Å"we and the | | | |system are inextricably linked together†. | | | |Secondly, a perspective of serving the team rather than the â€Å"individual†| | | |is who counts here; watch out for Number One! | SUPPLIES CHECKLIST PER TEAM: |3 TEAMS |4 TEAMS |5 TEAMS |6 TEAMS | |Game Board |3 |4 |5 |6 | |Single Chips |600 |840 |960 |1200 | |Ten Chips |90 |120 |150 |150 | |Customer Deck (1) |3 |4 |5 |6 | |Order Slips (200) |600 |800 |1000 |1200 | |Graphs (4) |12 |16 |20 |25 | |Record Sheets (4) |12 |16 |20 |25 | |Pencils (4) |12 |16 |20 |25 | |Calculators (4) |12 |16 |20 |24 | |PER SESSION: |Masking Tape | |Four-color markers per team | |Magic Markers | |Debriefing Book | |Flip Charts | |Either white board to hold charts for each organization or space on a blank wall | |Previous game graphs | |Table set ups | [B]- Items are not available with the game set. Please provide required sets. [I] - Items are not available with the game set. Please make required number of copies. MOCK GAME BOARD [pic] Table 1: Cost of Inventory and Backlog Team Name: _______________________ Circle your position:WholesalerRetailerDistributorFactory Wk | | |INV 1 = | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | Graph 1: My Inventory (including Backlog) Team Name: _______________________ [pic] Graph 2: My Orders Team Name: _______________________ [pic] Graph 3: My perception of orders by customer Team Name: _______________________ [pic] The Beer Distribution Game An Annotated Bibliography Covering its History and Use in Education and Research Prepared by John D. Sterman Sloan School of Management Massachusetts Institute of Technology Cambridge, MA 02139 (617) 253-1951 (voice); (617) 253-6466 (fax); [email  protected] edu (email) April 1992; revised July 1992 The Beer Distribution Game dates to the earliest days of system dynamics.The game has been used for three decades as an introduction to systems thinking, dynamics, cumputer simulation, and management. It has been played by thousands of people, all over the world, from high-school students to CEOs of major corporations. The references below provide useful information for those who want to follow up the experience of the game. These works describe the history of the game, the equations for simulating the game on a computer, the success of organizational change efforts based on the original model embodied in the game, the psychological processes people use when playing, and even how these processes can produce chaos. * ? Forrester, J. W. (1958) Industria l Dynamics: A Major Breakthrough for Decision Makers.Harvard Business Review, 36(4), July/August, 37-66. The first asrticle in the field of system dynamics. Presents the production-distribution system as an example of dymanic analysis of a business problem. Reprinted in Roberts (1978). ? Forrester, J. W. (1961) Industrial Dynamics. Cambridge, MA: MIT Press. Contains a description of an early version of the Beer Distribution Game ? MacNeil-Lehrer Report, (1989) Risky Business – Business Cycles, Video, Public Broadcasting System, aired 23 October 1989. Videotape showing students in John Sterman's Systems Dymanics course at MIT playing and discussing the Beer Game. Relates the game to boom and bust cycles in the real world.Excellent in debriefing the game, and helpful to those seeking to learn how to run the game. Copies available from System Dynamics Group, E60-383, MIT, Cambridge MA 02139. ? Mosekilde, E. , E. R. Larsen & J. D. Sterman (1991). Coping with complexity: Determini stic Choas in human decision making bahavior. In J. L. Casti & A. Karlqvist (Eds. ), Beyond Belief: Randomness, Prediction, and Explanation in Science, 199-229. Boston:CRC Press Shows how simple and reasonable decision rules for playing the Beer Game may produce strange nonlinear phenomena, including deterministic chaos. ? Radzicki, M. (1991). Computer-based beer game boards. Worcester Polytechnic Institute, Dept. f Soc Sci and Policy Studies, Worcester, Ma 01609-2280 Beer game boards in PICT format for Macintosh computers available on disk for $5. 00; all proceeds go to the System Dynamics Society. ? Thomsen, J. S. , E. Mosekilde, & J. D. Sterman (1992). Hyperchaotic Phenomena in Dynamic Decision Making. Systems Analysis and Modelling Simulation, forthcoming. Extends earlier papers by Moskilde, Sterman, et al. to examine hyperchaotic modes in which the behavior of the beer distribution system may switch chaotically among several different chaotic attractors (for afficionados, †Å"hyperchaos† exists when a dynamical system contains multiple positive Lyapunov exponents). ? Roberts, E. B. , ed. (1978) Managerial Applications of System Dynamics.Cambridge, MA: Productivity Press. Excellent anthology of early-applied system dynamics work in organizations, including analysis of efforts to implement the results of the model which led to the Beer Game. ? Senge, P. (1990) The Fifth Discipline. New York: Doubleday. Excellent non-technical discussion of the Beer Game, and systems thinking principles generally. ? Sterman, J. D. (1984). Instructions for Running the Beer Distribution Game. D-3679, System Dynamics Group, MIT, E60-383, Cambridge, MA 02139. Explains how to run and debrief the Beer Game, including layout of boards, set up, play, and discussion. Incorporates debriefing notes by Peter Senge.Some people have found this document, in conjunction with the MacNeil/Lehrer video and plenty of practice, is sufficient to enable them to lead the game successfully. ? Sterman, J. D. (1988). Modeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiemnt. Management Science, 35(3), 321-339. Detailed analysis of Beer Game results. Examines why people do so poorly in the Beer Game. Proposes and tests a model of the decision making processes people use when playing the game and shows why they do so badly. Additional information on systems dynamics, including publications, simulation games, management flight simulators, journals, etc. is available from John Sterman at the address above. *If you know of additional publications which discuss aspects of the game not ncluded in this bibliography please send a copy to John Sterman at the address above so they can be incorporated in future releases of this bibliography. ———————– [1] Order fulfilled Cost Storage] Total Inventory Balance(w=t) = Inventory Balance(w=t-1) + New Inventory Received(w=t) [2] Balance Inventor y After fulfilling Order(w=t) = Total Inventory Balance (w=t) – Order Fulfilled (w=t) [3] Cumm Backlog (w=t) = New Backlog (w=t) + Unfulfilled Cumm Backlog(w=t-1) ———————– Reta

TEDDY BOYS (YOUTH SUBCULTURE) Essay Example | Topics and Well Written Essays - 2000 words

TEDDY BOYS (YOUTH SUBCULTURE) - Essay Example They take symbolic meanings and become stigmata for those who hate it and a token of identification and acceptance into the brotherhood for those who are part of that group. The Teddy Boys subculture emerged in the 1950s in England (Hazlehurst & Hazlehurst, 1998). Primarily it was a reaction to the confining space and declining status that the middle class English people were given. Developing a subculture is inevitable, as Dick Hebdige writes in his book Subculture: The Meaning of Style (1979), that â€Å"modes† and â€Å"categories† inherited from the old folks no longer serve the needs of a new generation. The Teddy Boy subculture gained roots during post-world war Britain (Hazlehurst & Hazlehurst, 1998), to raise a voice against the social injustice that was plaguing Britain. It rose from the working middle class and strived to get them better social status (Hazlehurst & Hazlehurst, 1998). The Teds were originally called the Cosh Boys later Daily Express termed the Edwardian looking teenagers as Teddy Boys (Robertson, 2007). The ‘Teddy Boys’ was the first one with identifiable gangs that wore similar clothing. The classic Teddy Boy look would be the drake jacket and ‘brothel creepers’ for footwear. In the beginning there were drapes and drainpipe trousers for the Teds (Marko, 2007). Later this look was upgraded to drapes with collar, cuff and pocket trimmings. The trousers got narrower with crepe soled shoes (also known as the beetle crushers). The hairstyle was heavily gelled (greased) with a quiff shaped into a DA, more popularly known as the ‘duck’s arse’ (Marko, 2007). The ‘Edwardian’ style adopted by the Teds was a ‘take’ on the kind of clothes worn by a certain section of the British army (the Guards) after WW2, with deliberate references back to a time when the upper class were ‘in charge’. Worn by the guards the style had strong