Schindler’s List - 3038 Words

Schindler’s List Part II: Engaging with the text Characters The characters in Schindler’s List are very different because of their attitudes towards the Holocaust. The three main characters that will be focused on are Oskar Schindler, Itzhak Stern and Amon Goeth. These characters were very influential during the Holocaust; therefore, it is important to analyze these characters to gain a better understanding of the film. Oskar Schindler Our first introduction to Oskar Schindler was as a customer in a fancy restaurant. My first impression of Oskar Schindler was a rich and powerful business man. He was well-dressed and well-mannered; therefore, he must be from a higher class. He flashed his pile of money a couple of times to pay for†¦show more content†¦This means that Oskar was unaware of the mass-murdered that rampaged throughout Germany, until he saw that little girl. Oskar’s treatments towards the Jews clearly changed after he saw that little girl. Others also recognized that Oskar treated the Jews with kindness unlike other Germans. For instance, a girl came begging for Oskar to help her parents from the concentration camp. She stated other Jews claimed that Oskar’s factory was like heaven. The word heaven shows that Oskar was a very good man because it was rare to hear the Jews describing German factories in a positive way. Also, the change in Oskar was shown when he told Amon that power is not the ability to kill. Power is when a man had every justification to kill but chose not to. This was one of the most powerful lines in the film because it greatly contrasted with the Nazi’s point-of-view. Furthermore, Oskar was trying to persuade Amon to think before killing an innocent Jew. Itzhak Stern is another person who influences Oskar to change his attitudes towards the Jews. Itzhak Stern, who was Jewish, worked with Oskar as Oskar’s accountant. Oskar generally treated Stern very kindly but I suspected that it was only because Stern was running his business. However, Oskar started to show his caring side towards Stern later on in the film. For instance, Stern was about to be transported because he forgot his work transcript. Oskar used his influence to threaten the guards and finally rescueShow MoreRelatedEssay on Schindlers List791 Words   |  4 PagesSchindlers List Schindlers List is one of the most powerful movies of all time. It presents the indelible true story of enigmatic German businessman Oskar Schindler who becomes an unlikely saviour of more than 1100 Jews amid the barbaric Nazi reign. A German Catholic war profiteer, Schindler moved to Krakow in 1939 when Germany overran Poland. There he opens an enamelware factory that, on the advice of his Jewish accountant Itzhak Stern, was staffed by Jews from the nearby forced labour campRead MoreSchindlers List Essay1473 Words   |  6 Pages men to the left and women to the right, and were placed in concentration camps, where most of them were killed and cremated. In 1993, Steven Spielberg directed a film, Schindler’s List, which depicted the life of one man who risked his life and money to save the few Jewish families he could. In the movie Schindlers List, the story of the Holocaust is told from a dual point of view; that of the Jewish people who are downtrodden, rounded up and taken to camps, murdered and degraded by the NazisRead MoreSchindlers List Essay2029 Words   |  9 PagesSchindlers List The film Schindlers list directed by Steven Spielberg based on Thomas Keneallys Schindlers Arks tells the story of an entrepreneur and womaniser Oscar Schindler. Schindler uses the war to his gain by exploiting cheap Jewish labour to run his factory with dreams of earning steamer trunks full of money who with the twist of fate ends up saving the lives of 1100Read MoreEssay Cinematography in Schindlers List1498 Words   |  6 Pages The paper I decided to do was on â€Å"Schindler’s List†. I have seen this movie four times and yet had not really noticed the many ways in which the director, Steven Spielberg, used the camera to emphasis a â€Å"million words†. It was interesting, when watching this film from this stand point, how I was able to see the importance of the way the director uses sounds and color to make some much significant points of a film. I decided to emphasis the way certain close ups and facial expressions were usedRead MoreSchindlers List by Steven Spielberg746 Words   |  3 Pagespiece film Schindler’s List. Movie extraordinaire Steven Spielberg, who is a world renown director of countless memorable films, show cases his incredible skill and compelling power towards the audience, without using any dialogue in the most pivotal character development scene in Schindler’s List. Referred too, by the audience as ‘The girl in red’. Before I delve in to the depths of this scene and why it is so significant to the film, it is important I outline the story of Schindler’s list. This filmRead MoreSchindlers List vs Book Thief857 Words   |  4 Pagesare cruel and cold-hearted. Mark Zusack states this idea in his book, The Book Thief from death’s point of view, â€Å"That’s the sort of thing I’ll never know, or comprehend- what humans are capable of.† Amon Gà ¶th’s cruelty to Jews in the movie, Schindler’s List is an example of human’s undeterminable mind. The morning when groups of Jews arrive to his work camp, Gà ¶th randomly starts shooting the Jews from his veranda. At first, the Jews thought they are now safe since they have survived the chaos inRead MoreSchindlers List by Thomas Keneally Essay517 Words   |  3 PagesSchindlers List by Thomas Keneally Thomas Keneally has accomplished his goal with Schindler’s List. It beautifully and completely realizes the honest story of a man who was an astounding leader in every respect. This book captures with accuracy and poignancy a part of history that every member of every society must know about and never forget, and to do it in novel form is a sign of Keneally’s extraordinary ingenuity. To begin with, Oskar Schindler’s embodiment of the leadership characteristicsRead MoreCritical Analysis on Schindlers List Essay923 Words   |  4 PagesCritical Analysis on Schindlers List In this assignment, I will present a critical analysis on Schindlers List. Schindlers List is a masterpiece, which was directed by arguably, the greatest director of all time, Steven Spielberg. Steven Spielberg is Jewish, so to recall the most tragic and horrific event in Jewish history or you may say the history of man-kind takes a lot of guts and determination. However, by creating such realism and effectiveness, consequentlyRead MoreLesson From History: Schindlers List Essay740 Words   |  3 PagesSteven Spielberg’s movie Schindler’s List applies to the literary criticism, New Historicism. In many instances, this film portrays historical accuracies. The film compares to World War II history. Adolf Hitler’s extraordinary political power shows in this film. His corrupt and evil leadership and his actions and decisions cannot be rationalized or justified under any political power. Schindler’s List recovers history of a specific World War II place and portrays real events. The Jews, singledRead MoreEssay about The Film Schindlers List versus Novel Schindlers Ark588 Words   |  3 PagesSchindlers List The film Schindler’s List has a tendency to simplify and sentimentalize the character Oskar Schindler compared to the novel Schindler’s Ark in which the film is based on. The film Schindler’s List lacks depth and understanding of the character Oskar Schindler, and tends to over dramatize events within the film in which Oskar Schindler is responsible for. The novel Schindler’s Ark begins its in-depth documentary story with the earlier life of Oskar

Culture Is The Second Social Construction - 875 Words

Culture is the second social construction that emerged while writing section one. Culture is â€Å"a complex collection of values, beliefs, behaviours, and material objects shared by a group and passed on from one generation to the next† (Ravelli and Webber, 2013, p.119). Culture is not negative or positive views of people it is a neutral reflection of humans. No one is born with a culture because culture is learned and shaped, as people grow older. Culture develops between people by interacting and sharing ideas and experiencing situations throughout life. Culture is passed on through generations because parents share their culture with their child, which then gets passed onto their children. It is clarified and altered through generations keeping it modern to continue the transmission through generations. Lastly, culture is human because we are the only species that has cultures; we explain life through asking questions and relying on culture to help us communicate. There ar e two types of culture material and non-material culture. Material is the â€Å"tangible artifacts and physical objects† and non-material is â€Å"intangible and abstract components such as values and norms† (Ravelli and Webber, 2013, p.122). Material culture helps people to adapt to environments and non-material culture is what is passed on through generations. Most cultures view their culture as superior over others. When a person enjoys their culture more it is called ethnocentrism. (Ravelli and Webber, 2013, p.Show MoreRelatedCybernetic and Social Construction Essay1492 Words   |  6 Pagesand Social Construction LeeAnne Valentine Coum5220 June 14, 2015 Dr. Everson Cybernetics and Social Construction In Marriage and Family Therapy field, cybernetics and social construction play an important aspect in how a therapist works with his or her clients. 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How Organizations Can Learn from Failure Free Essays

How can organizations learn from failure? Companies can learn from failure by setting up clear systems of measurement and utilizing certain performance indicators which record failures in detail. Simply not overlooking failure as something inevitable? First failure is defined. Second explanations on how organizations should go about thinking about failure in the right way. We will write a custom essay sample on How Organizations Can Learn from Failure or any similar topic only for you Order Now Third, elaboration on methods organizations could potentially use to learn from failure. Finally, what organizations can learn from failing. Even though there is a no precise definition for failure in organizations, there is a general agreement to what failure means and could lead to. Failure is broadly defined as a condition of not meeting the intended objective or end. Failure could result in the depletion of finance, shrinking market, exit from the market, loss of market share, project failure and loss of legitimacy. We can assume that failure has negative consequences even though the final outcome may be positive, with firms learning from failure. Understanding the need for learning from failure is unquestionable; however it is tough for organizations to put this into practice. It is crucial that organizations understand failure and think about it in the right way before they can go about implementing procedures to prevent such failures from happening in the future. Learning from failure involves understanding that failure is not always bad and that learning from failure is no straightforward task. An organization cannot simply reflect on what they did wrong and expect to not make the same mistakes again. Organizations have to understand about the different degrees of failure which occur on a scale ranging from blameworthy to praiseworthy. They fall into three broad categories which are 1, failures which occur in predictable operations which could be prevented. 2, unavoidable failures which occur in complex organizations which can be managed to prevent snowballing. 3, unwanted outcomes†¦. To learn from failure, we require different strategies for each setting. It is key to detect them early, analyze failures with depth, develop hypothesis, experiments and projects to product them. In order to minimize failure employees first have to feel safe to report these failures. In the article titled strategies for learning from failure the author Amy C. Edmondson talks about http://hbr. org/2011/04/strategies-for-learning-from-failure/ar/1 First the organization has to go about understanding failure in the right way as well as all the possible side†¦ Important for managers to think about failure in the right way. Failure is not always bad. It is sometimes bad and sometimes inevitable and sometimes good. Learning from failure is not a straightforward task. The attitudes and activities required to effectively detect and analyze failures are in short supply in most companies and the need for context-specific learning strategies is underappreciated.? Organizations need new and better ways to go beyond lessons which are superficial( procedures which weren’t followed) or self serving ( The market just wasn’t ready for our great new product) That means jettisoning old cultural beliefs and stereotypical notions. The blame game? A spectrum of reasons for failure? http://www. uk. sagepub. com/upm-data/10989_Chapter_9. pdf Failing to learn from failure reasons? -Simply experiencing a negative event is not sufficient for learning. – Learning can be a complicated process, the acquisition of knowledge and the shifts in behavior must occur at all levels of a highly complex system. â€Å"Bazerman and Watkins (2004) contend that, when organizations fail to learn failures, they become susceptible to predictable surprises. What is the difference between predictable and unpredictable surprises? Predictable surprises occur when an organization leadership ignores or fails to understand clear evidence that a potentially devastating problem to occur. There are different sort of failures and not all failures are created equally. Bazerman and Watkins( 2004) identify four ways in which organizations fail to learn from failures that occur around them: Scanning Failures: failure to pay close attention to potential problems both inside and outside the organization; this failure could be due to arrogance, a lack of resources, or simple inattentions? Intergration failures: failure to understand how pieces of potentially complicated information fit together to provide lessons of how to avoid crises. 3. Incentive Failures: failure to provide sufficient rewards to people who report problems and take actions to avoid possible crises 4. Learning Failures: failure to draw important lessons from crises and preserve their memory in the organization Organizations who face these failures potentially could damage their organizational integrity. Eg Mitroff and Anagnos 2001, Managing Crises before they happen: what every manager needs to know about crisis management. 1982, Johnson and Johnson could respond to an external crisis with their product being linked to cyanide poisoning and thus the company responded quickly by pulling their stock of capsules from the shelves and having great PR work. J and J knew how to handle their PR well and their product managed to get back to the top seller. J and J however became a victim of its previous succ ess and had not done well with ‘Predictable surprises’ where crises occurred within the company. J and J had failed to do proper product scanning and had been a different sort of failure. failure of a different type? Failure of Success. Problem 1 and 4. Learning from failure: Sitkin 1996- Mittelstaedt (2005) – Failure is an essential part of learning for many organizations. Failures, should not be hidden or avoided. Making mistakes is essential to success, a company which appears to be free from disruption may be operating unrealistically and from a uniformed perspective. â€Å"learning to identify mistakes analytically and timely is the difference between failure and success. † Too often employees and managers are unwilling to admit small failures for fear of reprisal. The unwillingness to recognize and embrace failure is also a failure to recognize and respond to potential crises. The longer these small crises build up the higher likelihood it could escalate into a major crisis. In successful organizations, failure creates recognition of risk and a motivation for change that would not exist otherwise. Describes this recognition as a â€Å"learning readiness† without failure, very difficult to produce in most organizations. Sitkin cautions that not all failures are equally effective in fostering good risk management. Organizations learn best from intelligent failures, which have these characteristics, result from planned actions, uncertain outcomes, modest in scale, and take place in domains that are familiar enough to permit effective learning. Organizations need to recognize risks by accepting and acting on failures. Learn the best when failure results from competent actions, not major crises. Still within the comfort zone and employees are eager and experienced enough to respond. These opportunities arise: Vicarious Learning – learning that occurs as a function of observing, retaining and replicating behavior observed in others. Organizations need not fail as an entity in order to learn. Successful organizations engage in vicarious learning in order to recognize risk, organizational leaders observe the failures or crises experienced by similar organizations and take action to avoid making the same mistakes. Examples of Vicarious Learning- Give!!! Organizational memory: Without learning from their own and other’s mistakes organizations stagnate and fail to respond to potential threats in an ever-changing world. Learning has no use if the knowledge is not retained. An example of failure in organizational memory is the Union carbide plant in Bhopal, India in 1984. Early in December morning, the plant leaked a deadly cloud of gas that settled over part of the sleeping city of a million residents. Within two hours 2000 of them were dead with thousands left injured? Part of the reason for the disaster was a loss in organizational memory. The plant had been slated for closure and many experienced staff had been transferred out, leaving minimal crew with little work experience, with the training for remaining crew at a minimum. The crisis was traced to staff reductions and oversight failures. Much of the blame for the tragedy rests with a rapid reduction in experienced staff that took with them a large share of organizational memory. Organizational memory comprises of, a) Acquiring knowledge, done by recognizing failures within the organization and by observing failures of similar organizations. b) Distributing knowledge is the key to organizational memory. Highly experienced employees will leave the organization and these people should be given an opportunity to share their knowledge around or those departing personnel will go along with their experience. ) Acting upon knowledge, is important for organizational memory to serve an organization. New employees need to learn from those departing ones.! New employees cannot do things their own way or else it will lead to repeat failures†¦.!!!! Employees have many opportunities to discard the hard-earned knowledge. Because organizational memory depends on exchanging information from one person to another perception change , mistreatment and stubbornness to learn can disrupt preserving organizational memory. Organizations need to learn and build from previous experiences. Unlearning: Effective organizational learning depends on an organizations ability to unlearn practices and policies that have become outdated by environmental changes. Example of Unlearning 1. Expanding Options: When organizations are unwilling to forego routine procedures during crisis or potential crisis situations, they lose the capacity to react to unique circumstances. Unlearning enables the organization to expand its options. 2. Contracting Options: In some cases, organizations may respond to a crisis with a strategy that has worked well in the past. In the current situation, however, the strategy from the past may actually make matters worse. In such cases, organizations must be willing to reject some strategies in favor of others. 3. Grafting: In the previous section, we discussed the need for organizations to hand down existing knowledge to new employees. If the socialization of new employees is so intense that they cannot bring new knowledge to the organization, however, the organization is doing itself a disservice. Although organizational memory is essential, some degree of unlearning Opportunity 1: Organizations should treat failure as an opportunity to recognize a potential crisis or to prevent a similar crisis in the future. Opportunity 2: Organizations can avoid crises by learning from the failures and crises of other organizations. Opportunity 3: Organizational training and planning should emphasize the preservation of previous learning in order to make organizational memory a priority. Opportunity 4: Organizations must be willing to unlearn outdated or ineffective procedures if they are to learn better crisis management strategies Bazerman, M. H. Watkins, M. D. (2004). Predictable surprises: The disasters you should have seen coming and how to prevent them. Boston: Harvard Business School Press. Huber, G. P. (1996). Organizational learning: The contributing processes and the literatures. In M. D. Cohen L. S. Sproull (Eds. ), Organizational learning (pp. 124-162). Thousand Oaks, CA: Sage. Mitroff, I. I. , Anagnos, G. (2001). Managing crises before they hap pen: What every executive and manager needs to know about crisis management. New York: AMACOM. Mittelstaedt, R. E. (2005). Will your next mistake be fatal? Avoiding the chain of mistakes that can destroy. Upper Saddle River, NJ: Wharton. Sitkin, S. B. (1996). Learning through failure: The strategy of small losses. In M. D. Cohen L. S. Sproull (Eds. ), Organizational learning (pp. 541-578). Thousand Oaks, CA: Sage. Tompkins, P. K. (2005). Apollo, Challenger, Columbia: The decline of the space program. Los Angeles: Roxbury. Organizations who face these failures potentially could damage their organizational integrity. It is important for an organization to identify these failures and act on them while the company is still in operation. Having a crisis management team to prepare, respond and recover from a crisis is paramount in ensuring that the organization recovers and continues. Preparation must happen before a crisis occurs. In times of crisis, organizations need to systematically analyze its errors, acknowledge the errors and limits of the organization as well as address the issue with a level of sophistication. When an organization continually fails to differentiate and neglect crisis and failures it could lead to detrimental problems for the organization. Failure/ Crisis Management Case Study 1 A hypothetical example would be the Deepwater Horizon oil spill (BP oil spill) that occurred in the Gulf of Mexico from 20 April 2010 to 15 July 2010. The estimated 185 million barrels of oil first made landfall in Louisiana. By June 2010, the tar balls and oil mousse had reached the shores of Mississippi, Alabama and Florida. By August, it had smeared tourist beaches, washed onto the shorelines of sleepy coastal communities, oozed into the marshy bays that fishermen have worked for generations as well as killed millions of wildlife in the process. Instead of dealing with the failure in a professional way, BP inadvertently created a PR situation synonymous with herding cats. It’s had to fight to clear up two quagmires – its oil mess and its tarnished image. (Please Refer to Appendix- New York Times, Gulf of Mexico Oil Spill) In times of crisis or failure, it is important for an organization to understand the need for a comprehensive risk analysis. Should the failure be environmentally or socially threatening, impressions demonstrations of empathy and competence are vital. BP was not prepared to successfully deal with such a catastrophe. To minimize the damage, BP should have immediately accomplished five tasks: 1. Issue regular, frequent progress reports 2. Control the pictures (even some on the Web site appeared to be canned or generic) 3. Transparency 4. Display empathy as a concerned corporate entity comprised of authentic people diligently making a good-faith effort to solve the problem Failure/ Crisis Management Case Study 2 Failure, if properly attended to and rectified is a great plus. It gives the much needed confidence to the public, client or stakeholders in the product and organization. Furthermore, with proper management, the organization will be able to assess its capacity to deal with the systemic and circumstantial deficiencies leading to failures and work out a way forward. A great example would be the Johnson and Johnson Tylenol poisoning crisis in 1982. When the Tylenol scare occurred, Johnson and Johnson responded immediately and positively, taking the analgesic off the shelves, keeping the public apprised of the investigation, and their instituting new tamper-proof seals to make their product more secure. An organization needs to be upfront and out front with their communication about the situation and what they are doing to correct it and protect the public. The organization has to keep the public’s best interests at heart when communicating the issue effectively, clearly, accurately, and promptly upon discovering the problem. Having a crisis management plan in place before a crisis occurs puts an organization in a solid position to handle it more effectively and responsibly. Detecting failure, analyising failure, promoting experiementation? Deviance Inattention Lack of Ability Process Inadequacy Task Challenge Process Complexity Uncertainty Hypothesis Testing Exploratory Testing Blameworthy Praiseworthy Violating a prescribed practice or process by choice Straying away from specifications Does not possess the necessary qualifications or skills for the task Adhering to a prescribed but faulty or incomplete task Task too difficult to be executed reliably each time Process comprises of element breaks when encountering interactions Lack of clarity causes actions which seem reasonable but produces undesired results An experiment to prove and idea, fails Experiment to increase knowledge and understand possibilities leads to an unwanted result How to cite How Organizations Can Learn from Failure, Papers