Describe the most important events during the period, 1940 to present Essay

Describe the most important events during the period, 1940 to present - Essay Example World War II, which took place from 1939-1945, was the most widespread war in history.It involved the world’s most important nations, who had eventually divided into two alliances: the Allies and the Axis. The Allies consisted of countries such as United States, Great Britain and the Soviet Union, while the Axis mainly included Germany, Italy and Japan. It started off by Germany invading Poland, which lead to declaration of war on Germany by France, and Great Britain. Germany responded by invading Norway and Denmark, and then advanced towards France. One of the crucial points in the war was when Germany launched a series if airstrikes against Britain, which came to be known as the Battle of Britain. However, Germany was unable to achieve its objective of gaining control over Britain and was forced to retreat. The acts which took this war to the next level were those of Japan attacking Pearl Harbor, and Germany invading the Soviet Union. Germany had launched a full assault agai nst the Soviet Union, and had managed to capture almost the half of the country. While Japan’s attack on Pearl Harbor, brought United States into the war, which previously had been following a policy of isolation. The entrance of the United States completely titled the war into the Allies favor. The Germans were defeated in the Soviet Union, and a nuclear attack on Japan on 6th August 1945, brought the war to an end and resulted in the victory of the allies (BBC History). World War II holds immense historical importance. Firstly, it showed that the League of Nations, which was international body required to maintain peace, had failed. This lead to the development of the United Nations, which is an international organization aiming to maintain world peace. Since then United Nations has played its part trying to stop further wars from taking place, and promoting negotiation between opposing countries. Furthermore, the Second World War stopped the spreading of dictatorships in m any areas. Hitler, leader of Germany, was adamant to spread his ideology worldwide and to destroy all democratic institutions. Thus, the war stopped him and his allies from becoming victorious. Moreover, this war showed the whole world, the massive damage that can be done with a nuclear attack, and such attacks should be prevented in future, at all costs. Cold War was another critical event, which took place between the two great powers: United States and the Soviet Union. There was not any direct conflict between the two powers, and was more as a war of ideologies. Several clashes took place between the capitalist and communist forces in different areas of the world, which were backed by United States and the Soviet Union respectively. The origins of the Cold War can be traced back to the Second World War, when United States dropped the atomic bomb on Japan, sending an indirect signal to the Soviet Union, showing their strength and potential. The Soviet Union wanted to expand its e mpire and the communist ideology, while U.S.A felt threatened by these expansionary aims of Stalin, the leader of the Soviet Union. The Cold War was a period of tension between the two super powers, and it reached its peak during the events of the Berlin Blockade, the Korean War, the Vietnam War, the Cuban Missile Crisis and the Soviet invasion of Afghanistan. Both the powers almost reached the verge of nuclear war and then pulled back. It ended with the

Women and marriages Essay Example for Free

Women and marriages Essay Women and marriages in Restoration comedies are satirised for being based on economic or other considerations rather than love and mutual affection. In the late seventeenth century expectations of women were that they were still meant to respect and be faithful to their husbands, but as R. C Sharma says In the latter half of the seventeenth century, the position of women in England had improved. Though legally they were still subordinate to men, the custom allowed them a larger measure of liberty and equality. In 1662, for the first time professional actress were allowed on the stage, showing that the status of women was improving and as in a lot of Restoration comedies, the heroines reflect an effort by women in Restoration society to both step up from the moral gutter and down from the pedestal. However in Act 1 of the satirical comedy, the views from the men on women are satirised. Act 1 is set at Horners lodgings late in the morning, with the entrance of Horner, the rake and Quack, Horners medical confidant. Later on, other characters enter. Horner, as the main character, shows many a time his opinion on women. He is interested in intelligent women But methinks wit is more necessary than beauty; and I think no young woman ugly that has it, and no handsome woman agreeable with out it. Here he is most probably describing the stereotypical city woman, as the women in The Country Wife have a sophisticated education. This also agrees with how he sees countrywomen, That grave circumspection in marrying a country wife is like refusing a deceitful pampered Smithfield jade. Here he is saying that to marry a country wife, must be as bad as having to turn down a disreputable woman. Women in the Restoration period, especially married women had a severe lack of rights, as on her wedding day, a woman surrendered her rights as a femme sole. As a married women, she was a femme covert. In the Country wife however because the position of women was slowly changing, the women in the play try to assert some control over the men. The men however still inferiorise women and make derogatory comment about them. Mistress are like books; if you pore upon them too much they doze you and make you unfit for company, but if used discreetly you are the fitter for conversation by em. This statement by Harcourt represents the general negative attitude of men in this play towards women, by comparing them to inanimate objects. The women are also referred to as animals by Horner, women of quality are so civil, you can hardly distinguish love from good breeding.

Reflection on Demand and change in Nurse Manager

Reflection on Demand and change in Nurse Manager Over the last decade management in nursing has become increasingly demanding (Hyrkas et al 2005). The role of nurse managers has undergone significant change as nurse managers have taken on more administrative roles. Restructuring and specialization of healthcare organizations has had an impact on the role of the nurse manager. If preparation of nurse managers is inadequate, potential for role confusion and role stress increases, undermining role effectiveness in this key position (McCallin Frankson, 2010). Within the hospital and specialized clinic setting a synergy between business practice and clinical practice is vital to the success of the organization. In my experience as a nurse manager, while attending monthly management meetings, I have experienced hospital administrators (CEOs and CFOs) that understand that nurses are essential for a hospital or health clinic to function, and to maintain a high quality of care. But at the same time these administrators express concerns tha t department managers are not as responsive as they would like in relation to alignment with organizational resource management and objectives. In these instances it appears that the administrators and department managers are out of sync in what they understand the job role to be. This perception does not negate the clinical expertise of the manager but may demonstrate a lack of business skill, or understanding of the business objectives and expectations of the role for the clinical manager. Healthcare is a business and, like every business, it needs good management to keep the business connected and running smoothly. The aim of this paper ..As part of my personal development plan, using the example of cardiac care clinics, role challenges are discussed, and implications for nursing management that present a new approach to nurse manager development I will explore the challenges that face nurse managers to better understand the integration of business expectations and the role of the nurse manager in the setting of cardiac care and identify possible improvements that could close perceived training gaps being experienced. I see this knowledge as being helpful in my personal development but also in developing templates to assist other managers to improve as they embark into managing specialty clinics. Healthcare organizations are working to provide optimal care in cost effective ways. The tension between these two objectives is challenging for all levels of management. In my experience with cardiac care, I see nurse managers being challenged to develop optimal planning algorithms, patient satisfaction surveys, or building new clinical paths, such as cardiac care service lines for focused cardiac management. Choices ultimately have to satisfy clinical objectives of optimal care, outstanding communication, collaboration and transparency of information. At the same time organizational issues need to be addressed in order to deliver products and services in a sustainable way (cost effective, evidence based, and state-of-the art). Nurse Managers are required to become experts in the fundamentals of business management which often is beyond the education and experience of a registered nurse (Wright, Rowitz, Merkle, 2000) (Mathena, 2002) (Douglas, 2008). To address these concerns within the setting of a specialized clinic, specialized training and support could be designed to develop the skills and models to support the development of effective nurse managers. As nurses, much of how we learn to manage and lead is learned informally as we advance in our careers. However, this does not mean that it cannot be done better. Management skills may be learnt on the job but are also skills that should not be left to chance. The gap in management and business preparation among nurse managers is an area that could be improved (Noyes, 2002). One argument is that these skills are acquired in the University of Life (Pedler, Burgoyne, Boydell, 2007, p. 13). Education and support of clinical nurse managers received considerable attention in the 1980s, with accounts of preparatory courses which were considered to have been effective at the time (Gould, Kelly, Goldstone, Maidwell, 2001). In the years since much has changed in healthcare. Continuing ill preparedness for nursing management and leadership continues to be documented (Douglas, 2008). As the span of the role has expanded, nurse manager workloads have increased (Lee Cummings, 2008). This can lead to role fatigue that threatens individuals, the role itself, along with the clinical objectives of the cardiac program. The situation is sustained when nurses are promoted into management roles without any formal management training at all (Platt Foster, 2007). In my experience, the cardiac specialty clinic has intense challenges; the scope of the role is wide-ranging. A nurse manager enters a cardiac specialty role with advanced clinical expertise and must promptly become a strategic planner, human resource authority, quasi-business manager, financial analyst, risk manager, operations manager, quality specialist, and clinical expert (Crowther, 2004). Other competencies include staffing management, performance evaluation, team development, delegation, conflict re solution, change management and problem solving (Mathena, 2002). Research suggests that nurse managers receive little management support and little is done to set expectations, track performance, or offer feedback (Tuglan, 2007) Poor access to formal organizational support suggests that a nurse managers management skills are learnt utilizing trial and error methods (Paliadelis, Cruickshank, Sheridan, 2007) To better understand the integration of business expectations and the role of the nurse manager in the setting of cardiac care, I conducted semi-structured discussions with key stake holders and support experts (CMO, CFO, DON, Purchasing Manager, and Nurse Managers). With the permission of the individuals I documented field notes to later review and analyze systematically, to identify recurrent themes and understand perceived gaps existing between the clinical and the business aspects of management within the specialized cardiac clinic. A simple thematic approach was utilized where the notes were coded according to similarities and differences that were grouped into categories and then arranged into themes. Three themes emerged from the notes namely, understanding of the managerial role, management and business training deficits, and a general feeling of management overload. The discussions were structured based on clinic management, operational management, value proposition, market segment, strategic position, and clinical strategy. This structure provided a framework to categorize the differing responses to identify the applicability of clinical and business theory to establish a clearer understanding of the elements required to build a nurse manager development strategy. In understanding the cardiac clinic managers role, administrators acknowledged Within the cardiac arena, healthcare knowledge that nurse managers must possess has changed and continues to change dramatically, these changes are more complex, frequent and rapid than ever before CEO. The clinic managers themselves identified a lack of clarity; comments indicated that the managers role is diverse when compared to the job description. Within the cardiology specialty, the cardiac managers role has become more challenging today than in the past, mainly due to the numerous changes that are occurring in cardiac care today Cardiac Clinic Manager. The lack of preparedness for the role was an area that reinforced what the literature stated. Common comments included: Not all nurse managers are successful in the transition from staff nurse to management. The successful nurse managers achieve results through their ability to develop leadership skills, critical thinking skills, and over time, a development of mutual respect. Director of Cardiac Services. I was the go-to person for the cardiology step down unit; I had good clinical skills, and was promoted into a management position. You could describe my transition as baptism by fire Cardiac Clinic Manager. When asked what a successful nurse manager would look like, the majority of answers indicated that success was interpreted as maintaining staff satisfaction, avoiding patient complications, and dealing with the day to day problems associated with the patient flow through the clinic. Integrating specialized cardiac clinical experience with management skills is identified as challenging, management role descriptions need to be supported and aligned with organizational objectives. I see this as having implications for the development of cardiac clinic nurse managers because if roles are vague managerial communication and leadership will be challenging. The second theme evident was a business management deficit. Business and financial management was identified as being an area of nurse management that made the role demanding. As a manager I have had to manage information technology, finances, human resources, business strategies and organizational operations. This is a very wide subject potentially requiring knowledge of many aspects of business as it relates to, health economics, quality, value, reimbursement, and strategy. Although some nurse managers identified a familiarity with budgeting and performance improvement, they also expressed that these were areas that they had no formal training, and that were viewed as outside of their control. There was no formal business training. My problems are figures, budgets and reports. I was completely computer illiterate, and am not much better today Clinical Manager. Situations were also described where nurse managers dont speak up, or attend organization planning, or strategy meetings, and as a result the organization bypasses them when making key decisions. Nurse Managers are not taught how to influence business practices within a healthcare organization. Many clinic nurse managers dont seem to take ownership of the operational management of their departments Purchasing manager, Several hospital administrators identified that the Nurse Manager are rarely considered experts in the logistics associated with the supply, operational, and fiscal management. Administrators agreed that nurse managers have a difficult position, in that they have 100% accountability for quality care, and productivity within the specialized clinic, but not 100% authority. Connecting the clinical aspect of cardiac services to funding is essential for financial managers to select appropriate working capital strategies to support the overall business strategies and objectives (Marsh 2009). As I consider the nurse mangers role in todays specialized healthcare environment, it is important to place the subject into context of what has happened and what is happening in our field of work, because managers in todays cannot simply emulate managers of the past (Ellis, 2005, p. 3). Key stakeholders (administration, CEO, CFO) interviewed identified that trends in cardiac healthcare are being affected by such things as: the global market place, the impact of information technology, demands for higher quality and faster service, shorter implementation times on healthcare initiatives, increasing specialty focus and disease management customization, external relations: consumers and industry. High expectations challenge managers asked to stretch resources and time beyond what can be effectively managed. Managers speak of feeling overwhelmed. Common comments included: There are not enough hours in the day, to complete the report, budgets, planning and meetings Cardiac Service Line Manager. And Its about what is achievable and what is not you have to deal with it Cardiac Clinic Nurse Manager. Quality management was a phrase that was identified by all, and appears to be a priority in todays healthcare arena, describing a level of management or service. Some philosophers Plato 2500 years ago to Robert Pirsig in 1975, in Zen and the art of motorcycle maintenance, argue that quality cannot be defined, that we just know it when we see it. In striving to provide, and document proof of quality services nurse managers are pressured to manage and identify the key performance indicators that would be most valuable and then report formats that would be most useful to users, all with little or no training in this area. The role of todays specialized healthcare manager is seen as even more complicated due to the rapidly changing environment surrounding cardiovascular services. Literature supports the fact that managers of previous generations did not have to deal with the rapidity, complexity, and frequency of change that managers are faced with today (Ellis, 2005, p. 13). As new management roles are created, in response to change, the clinician, transitioning to management must give up their role as an individual contributor. As an individual contributor success is measured by the accomplishments of the individuals work. As a manager, you are no longer responsible for what you alone accomplish. You must now work with your direct reports to achieve the goals of the department and the organization. Specialized clinics should not have to reinvent the wheel, with the adoption of methods, tools and techniques the specialized clinic could evaluate current strategy and test future scenarios. There must be a perceived need for change with decision makers. During informal field discussions I discovered many instances that indicated a need for change as well as the need for inclusive ways of framing seemingly complex problems. This was verbalized through feelings of frustration and inadequacy; these situations could be categorized as general inadequate knowledge and preparation. Understanding the role of the manager, is important and in broad terms, I see this as achieving results through, and with others, to help their healthcare team be productive and effective in providing quality care. To do this, competencies such as guiding, supporting, and development of others to higher levels of performance are needed. Managers need to create an environment that encourages and motivates individuals to perform (Chief Nursing Officer) When you create the right environment, achieving results through others becomes much easier. (Boyette Conn, 1992) Data from the interviews indicated that clinical nurse managers appeared to feel clinically competent but generally experienced lack of concordance when dealing with a range of issues, in particular; human resources, managing budgets, communicating at a business level and using information technology in everyday practice. The most effective nurse managers are identified as those who accept full accountability for their own training and development within the clinic and for the outcomes that the clinic achieves. This paper has attempted to explore the issues affecting a nurse manager, specifically as it could relate to a specialized clinical area. I have found that the need for educational support is compounded by a business management deficit and high expectations (possibly unrealistic) that may be causing work overload among nurse managers. It can be stated that the nurse manager role encompasses both management and leadership, and that managers are appointed without the essential organizational management skills or support, making these managers vulnerable in their positions. Obtaining, training, and retaining nurse managers who have the skills and knowledge to manage specialized cardiac clinics is extremely important. Management development is a highly necessary pursuit (Tanner, 2002) (Srsic-Stoehr, Rogers, Wolgast, Chapman, 2004) for nurse managers to assist in addressing the challenges in their positions. Drucker 1967 on developing managers believes that development is not about identifying talent for todays requirements, but it should embrace developing managers to manage the future. It is important to ensure that a policy of developing the management and leadership potential in all and particularly of newly appointed managers. Individuals should also ensure that they focus on developing their own management skills through training, reading, analyzing, and following the example of good managers and by assessing, monitoring, and improving their own performance. The best managers increase the health of the workers whom they manage (Maslow, 1998, p. 94). There are a number of possibilities in up skilling nurse managers, self development or personal development, with the nurse manager taking primary responsibility for their own learning and for choosing the means to achieve this. Ultimately it is about increasing your capacity and willingness to take control over, and be responsible for, ones own development. Self development can mean many things, developing specific qualities and skills, improving performance in your job, advancing your career or, achieving your full potential as an individual. The question here is can an individual be willing and disciplined enough to identify and complete the ambitious goals that would be required here? There are many suggestions in the literature that guide and recommend models and methods to train and develop nurse managers; one suggestion is to develop in-house leadership through a Nurse Leadership Academy, as outlined in appendix II. Once a hospital initiates this kind of program, it can expand it to other leaders in the organization, and also begin developing an internal cadre of coaches and mentors. It has been suggested that one way to manage and assist the specialized cardiac clinic organizations improvement process is by implementing concepts such as Lean Six Sigma to improve performance, core process or quality service (Womack and Jones 1996, 2005). These programs assist in organizational development but not the individual. Six Sigma courses are designed to teach employees and management ways to eliminate wasteful processes, automate processes, minimize error and better utilize resources. Training of managers in Lean Six Sigma can facilitate positive change but the process has also been likened to trying to build a plane while trying to fly in it. There have been many suggestions on training needs for the nurse manager, from information gathering and design specific programs to meet areas of concern such as communication, finance, information technology, leadership and quality, to subsidizing formal academic education through higher education, but sometimes these pathways are over engineered and do not designed with a supportive structure that facilitates practice adoption. Higher education is essential for managers to further branch out and develop professionally, programs such as MBAs, Informatics, Masters programs in hospital administration offer much opportunity, but are also often not supported or backed up with mentoring programs and resources from within the managers clinical workplace. Passionate as I am about the potential contribution of specialized cardiac care programs and management education of the leaders for tomorrow, I remain convinced that a supportive approach is the foundation within this specialty area. In the foreseeable future specialized clinics are going to own the problem of training and developing managers, a component of this will involve support and encouragement of nurse manager personal development, with the nurse manager being encouraged to take primary responsibility for their own learning. Tertiary healthcare education programs, rightly or wrongly, are not about to relieve healthcare of this burden or, I should say opportunity, but has the potential to support an individuals quest for professional development as a manager. Much of this can be supported with the initiation of individual development plans IDPs (Appendix III). This is not what I had envisioned as I started this evaluation looking into new approaches to nurse manager development and education. I see that a personalized approach is needed for both my own development and the development of other managers; the approach would not necessarily incorporate a generic formalized education plan, but would encourage the goals, with the support of organizational resources, backed up by an E-learning capability and personal mentor. I see clinical management in specialist centers is not merely for the intellectually curious. Management should be for those who are not content to follow, for those who believe that the best way to win is to rewrite the rules, for those who are unafraid to challenge orthodoxy, for those who are more inclined to build than cut, for those more concerned with making a difference than making a career, and for those who are absolutely committed to staking out the future first. David Roffe the CIO of St Vincents Hospital group in Sydney identifies the goal for managers may be identified as enlarging their personal development to fully encompass the emerging healthcare reality. Appendix I In many instances a cyclic self evaluation has us going back to evaluate how to move forward. Boydell 2003 doing things well, doing things better, doing better things, Sheffield interlogics Appendix II Nurse Leadership Academy Outline The program could include but is not limited to the following elements: 1. Selection of high-potential candidates. Many hospitals start with the existing Nurse Managers to create a common language and way of thinking about leadership. Then they involve a second group of high-potential Assistant Nurse Managers and Staff Nurses. 2. Initial welcome, orientation, and content delivery. A two or three day retreat grounds participants in the key elements of being a successful leader in the hospital. At the same time, participants choose ambitious goals to improve quality, service, and cost at the organization. Note that time must be reserved to prepare for this retreat. For instance, we will assess an organization in order to tailor our existing Nurse Managers Performance Leadership Program to the specific needs of the organization. Also, we will work with leadership to determine key areas for improvement. 3. Monthly follow up meetings to discuss progress on goals, hear presentations from hospital leadership (e.g., a board member might discuss the role of the board), and learn additional content. 4. Ongoing one-on-one coaching as needed. 5. Some form of recognition after a year. Appendix III

Biography of Dwight David Eisenhower Essay -- American Presidents Eise

Biography of Dwight David Eisenhower On October 14, 1890, Mrs. Ida Elizabeth Eisenhower gave birth to her third son, Dwight David. He was a younger brother to Arthur B. and Edgar A. Eisenhower. Dwight was born in Denison, Texas, where his family was living at the time. After his father’s general store went out of business in Abilene, Kansas, they were forced to move to Texas, where Mr. David Eisenhower landed a forty-dollar a month job at a small railroad there. Back in Abilene, a new creamery plant was built and an old friend of Mr. Eisenhower asked him to move back and work for him. It did not pay much more than his job in Texas, but the chance of advancement was better. In the spring of 1891, the Eisenhower family boarded a train and left for Kansas. They lived in a small house in Kansas on South East Second Street where Mrs. Eisenhower gave birth to three more sons. The first one born there was Roy J. who was strong and healthy like his older brothers. He was born on August 9, 1892. The next son, born on May 12, 1894, died after a few months. The last son was born on February 1, 1898 and was named Earl D. Needing a bigger house because of all the children, the Eisenhowers moved. Mr. Eisenhower’s brother, Abraham, sold them a house on 201 South East Fourth Street. Growing up, Dwight’s older brothers gave him the nickname, Ike. Ike and his brothers did a lot of work around the house. They would alternate between waking up at four o’clock A.M. to shovel coal into the furnace, milking the cow, washing dishes, other housework, feeding the horse, tending the garden, and gathering eggs. They also had to cook meals. The only extra money the boys had was supplied by themselves. Their father gave them each a small portion of the garden to raise crops, and sell to the people of Abilene. Although it was not much money, the boys were happy with what they had. Ike’s mother supplied the energy needed to run the house. While the children were at school and her husband at work, she managed the garden and livestock, thus feeding the family. She did most of the disciplining, except for the most severe misconduct, which was handled by her husband. Most importantly, she held the house together. She was a deeply religious woman. She believed firmly in her Christian beliefs and opposed all violence and war. Ike’s father was a quiet man who was well respected. ... ...used of corruption for accepting gifts from a businessman who had problems with the Internal Revenue Service, along with many other problems. Other problems Ike had during his second term included a civil rights crisis in 1957, problems with Fidel Castro, clashes with Communist China in 1955 and again in 1958, and with the Soviets over Berlin in 1959. Overall, as a political leader, Ike rejected extremes. He sought the middle ground on every political problem, and believed that the extremes to the right and to the left in any political dispute are always wrong. The Constitution prevented Ike from running again in 1960, thus he retired to a small farm he owned outside Gettysburg, Pennsylvania. There he raised cattle on his farm and spent the winter months in Palm Desert, California playing golf. Although he was retired, he still played a part in politics. In 1964, he endorsed Republican presidential candidate Barry Goldwater, who lost, and in 1968 supported his former Vice Preside nt, Richard Nixon, who won. Soon after, Ike’s health began to fail. In 1965, he suffered three more heart attacks, and spent his last few months in Walter Reed Army Hospital. Ike died on March 28, 1961.

The Bhagavad Gita and Upanishads

Among the many religious books in Hindu philosophy, the Bhagavad Gita and Upanishads are among the most famous. Both texts agree that knowledge is needed in order to liberate the Self (Atman) from worldly miseries and discover the dharma (truth). Failure to do so may result to subjection of the individual further into the world of ignorance and suffering, making him more of a victim of fate rather than its master or even enjoyer. However, despite their aparent similarities, differences in approach on the same philosophy could be found.The Upanishads, is intended for the individual devoted to consummate asceticism and with firm faith and yearning for the eternal, while the Bhagavad Gita, or Gita, as it is simply called, is a more practical guide for persons facing everyday or normal problems in life. The entire Hindu philosophy believes that there is a God that contains everything and that everyone contains the immortal aspect of God within him. A suitable analogy would be to think of God as the great ocean and we, His creatures, His tiny droplets, and with the rest of creation are subject to change.We are within God and God is within each core of our being: â€Å"I am the Self abiding in The heart of all beings; I am The beginning, the middle, and Also the end of all beings â€Å"(10. 20). The only reason while we experience change and suffering is that we failed to attune Name 2 ourselves to the immortal God. Both sources state that by connecting the self to the one God one can achieve eternal peace. However, man's unneeded worldly attachment and the instability of the human mind has prevented him from reaching this enlgihtened state.And if one has failed to attain liberation before the end of his lifetime, he is still subject to the endless wheel of life and death—he will be reborn.. Both sacred texts agree to the idea of the restlessness of the mind, and that the mind's unstable processes is the cause of the individual's ignorance of the true self. The factors that affect the mind's instability can be internal or external in nature. The internal factors are such things as pesonal longing, the tendency of the mind to wander from one thought to another, or desire, while external factors can be sensations like pleasure or pain.Having these distractions of the mind under control eventually reveals the Atman inherent in each individual. As the Bhagavad Gita clearly states: â€Å"Controlling sense, mind, intellect; With moksha as the supreme goal; Freed from desire, fear, and anger: Such a sage is for ever free. † (5. 28) That passage from the Gita is very similar to the one in the Upanishads: â€Å"The Self is subtler than the subtle, greater than the great; It dwells in the heart of each living being. He who is free from desire and free from grief, with mind and senses tranquil, beholds the glory of the Atman.† (2. 20). According to the Gita and Upanishads, the liberation from Life's vissicitudes and dualities can be attained through discipline of thoughts and emotions, and non-attachment to worldly affairs. Both sources are oriented at a certain sense of â€Å"freedom†. How to attain that, however, Name 3 is where they differ. The Upanishads and the Gita has varying descriptions, yet the same interpretation of faith. In the Upanishads, the term Shraddha was used, which is a Sanskrit word that has no English equivalent, but roughly means â€Å"faith and yearning†.In the commentaries of Swami Paramananda on the Gita, it is stated that â€Å"It is more than mere faith. It also implies self-reliance, an independent sense of right and wrong, and the courage of one's own conviction† (1. 3). In the Gita, we can find a more elaborate description. It was declared that man is dictated by his faith (17. 3), and faith is determined by three dispositions, namely, [1] the quality of truth, [2] action, and [3] indifference (2). The first disposition is marked by doing something without a sking anything in return—altruism.The second disposition is less desirable than the first, however good the act, for it is still motivated by personal desire, and the third is the disposition that leads to injury either of the self or others (17). It is apparent that the first disposition is the favored one. Like the traditional Christian teachings, faith coupled with good action is required, for faith without action is dead, but it is also necessary for one to place faith in the right context. The two books have different views on asceticism, the Gita favors only mental asceticism, while the other included material deprivation as well.The Upanishads view indulgence to worldly affairs as impediments to spiritual progress, while the Gita believes one can still live normally provided that he does not harbor any attachment to mutable things. The Upanishads maintains the practice of bramacharya (life of continence and altruism), and personal austerities. In fact, Nachiketas, a pr otagonist on one of its chapters, has declared his disdain for worldly things by saying that things in Life are â€Å"fleeting†, and even â€Å"the longest life is short. † On the other hand, the Gita views ascetism as counter-productive: Name 4â€Å"Sense-objects turn away from the Abstinent, but the taste for them Remains, but that, too, turns away From him who has seen the Supreme. â€Å" (2. 59) It argues that eliminating the object of desire does not guarantee the removal of the desire itself, as in the cases of drug abuse, mania and similar tendencies. Desire is an internal state and if the matter can be resolved mentally, extreme material deprivation on the ascetic would be unnecessary, and can also be a major obstacle in spiritual progress because its way of life does not liberate the practitioner from samsara (suffering).However, it has stated the importance of treating each worldly affair with full conscionsness or â€Å"single-minded devotion† (11. 54). Although desire is an immaterial thing, depriving oneself of external stimulus would provide a suitable environment for the ascetic in mastering the mind and its passions. Moreover, in the Gita, Nagarjuna, one of the text's protagonists, experienced difficulty in connecting with the eternal and act according to the dictates of his fate, due to his despondency, caused by the incoming war.Temptations or passions are indeed more difficult to resist in their presence than in their absence, but this doesn't mean that living a way of life as described in the Gita is impossible. Both books showed the two faces of the same coin, giving the practioners the freedom to choose according to personal preferences. Name 5 Works Cited Parmananda, Swami. â€Å"The Upanishads†. 1st World Publishing, 2004. â€Å"The Bhagavad Gita†. http://www. atmajyoti. org/

Herbal Medicine: Echinacea and Kava Essay

The use of herbal medicine and remedies as opposed to traditional prescription medications is becoming increasingly popular among doctors, therapists, and patients. Many herbs, whether administered in the form of tea, capsules, or simply eaten, have been proven to ease various pains and ailments; and when taken on a daily basis, there are herbs that help maintain overall health and wellbeing (Meuninck, 2008, p. 4). Studies have shown that two herbs in particular, Echinacea and kava, have been effective in treating a series of symptoms including anxiety and depression, headaches, and fibromyalgia (Mindell & Hopkins, 2009, p. 219). The use of these herbs benefits doctors and patients alike, as they offer an alternative treatment to symptoms that many people experience on a regular basis. Echinacea can be commonly found in beauty products, diet supplements, and herbal teas. Due to its ability to balance and maintain the immune system, some people take Echinacea in one form or another every day (Watson & Preedy, 2008, p.  687). This herb, in fact, is among the most popular and widely used dietary supplements in the United States, with people taking Echinacea or a type of derivative from the plant. According to the Southern Medical Journal, Echinacea today is used mostly to treat and prevent upper respiratory tract infection, or URI, which includes the influenza and the common cold—illnesses that account for 40% of the time that Americans lose from work and 30% of the time they call in sick from school (Islam & Carter, 2005, p.  311). It is evident that this particular herb can be used for the treatment of a specific temporary ailment as well as in a preventative manner. As soon as a person feels as if they have a cold coming on, they are advised to begin taking the herb orally in order to combat the spread and onset of the cold or flu virus. Echinacea has scientifically been proven to possess many anti-inflammatory properties, which explains its effectiveness at fighting respiratory problems (Zili et al. , 2007, p. 232). This herb, however, is not only beneficial in terms of warding off common cold symptoms. It has also been able to ease pain and discomfort associated with other diseases as well. First, it is crucial to understand that Echinacea can be an extremely powerful herb that may be used to fight different forms of bacteria, which is why it is used so often when a person has a cold or flu virus. A Canadian study observed six Echinacea extracts that are currently sold commercially, and the effect that those extracts had on 15 human pathogenic bacteria as well as two pathogenic fungi. Five bacteria were especially sensitive to the Echinacea extracts—Streptococcus pyogenes, Legionella pneumophila, Haemophilus influenzae, Propionibacterium acne, and Clostridium difficile—which indicated that the herb did have a significant effect in fighting certain forms of bacteria, such as that which causes strep throat (Sharma et al. , 2008, p. 111). Many factors were taken into consideration, such as the effect of light on the bacteria and fungi, as well as the forms and preparations of the different extracts; and this greatly reduced any assumptions made. This study was quite thorough, although it was limited by the number of extracts, bacteria, and fungi that they were able to test. With the samples they did test, however, they were able to conclude that â€Å"†¦certain preparations of Echinacea†¦ could provide useful protection or symptom alleviation in cases of pharyngitis, bronchitis, pneumonia, and various cutaneous lesions, including acne vulgaris, [and] wound infections†¦Ã¢â‚¬  (Sharma et al. , 2008, p. 115). Another study outlined in the Journal of Women’s Health also conducted a survey to determine how many women with fibromyalgia turned to herbal treatment as opposed to other forms of medicine. The assumptions were that women were taking herbs because they worked, and not because they were left with no other alternative—that is, fibromyalgia is quite complicated and there are very few medications that can alleviate the pain. The test subjects therefore could have been turning to herbs like Echinacea as a last resort as opposed to taking the herb because it actually helped with their discomfort. Additionally, the limitations of this study are that the group of subjects was not randomly selected, and the results were entirely self-reported. At the end of the study, it was concluded that women with Fibromyalgia were likely to take herbal supplements and use herbal remedies in order to treat the several symptoms associated with their condition (Shaver et al. , 2009, p. 716). This shows Echinacea’s applicability to a wide range of illnesses and symptoms, and how it can be used by naturopaths and other doctors in the treatment of their patients as opposed to over-the-counter medications. Unlike Echinacea, kava is an herb that has received mixed reviews in terms of the safety of its use. Kava is an anxiolytic drug that has been used for hundreds of years by people in the Pacific Islands, yet it is currently banned in the United Kingdom (Ernst, 2007, p. 415). When used in large quantities, it has been shown to have toxic effect on one’s liver; but when administered in safe doses, there are many people who swear by its healing benefits. The Pacific Islanders have been known to use kava as a sedative, a hypnotic, and aphrodisiac, an antiseptic, and a diuretic. Kava has also been popular in Germany, where people use various kava products for the treatment of anxiety, restlessness, and abdominal discomfort (Richardson & Henderson, 2007, p. 418). One of the greatest benefits of kava use, however, is for the treatment of anxiety and depression—especially since those disorders, while mental, can result in serious physical symptoms. An Australian study sought to determine the mental effects of kava by studying a random group of 28 adults suffering from major depressive disorder and anxiety. Assumptions included the test group not taking additional anti-depressants on the side, and that the small dose of kava would be enough to take effect. This study was also limited by the mix of kava with St. John’s Wort (Sarris et al. , 2009, p. 41). Rather than it being administered in a pure form, it was more of an herbal cocktail. Both, a placebo and a kava supplement were administered for four weeks each. At the end of the study, the majority of those in the study group reported having a reduced feeling of depression after taking the kava rather than the placebo. Although they did not report their quality of life or level of anxiety as being significantly improved, it is clear that their overall state of depression was affected by the kava. Regardless of the fact that some professionals believe kava to be dangerous and toxic, its long history in Pacific Island culture far outweighs its risks (Sarris & Kavanagh, 2009, p. 828). Kava has been one of the ways in which many islanders have been able to maintain mental and emotional balance and fight depression without the use of anti-depressants, which are typically linked to dangerous side effects. Consider some of the physical symptoms of depression and anxiety—migraines, muscle tension, and widespread aches and pains. With kava’s abilities to aid in one’s state of depression, people can benefit from the plant’s positive effects on pain in general. So long as it is administered in proper doses, as they do in the Pacific Islands, kava provides people with another option to treat depression and any other symptoms that may be caused by tension or emotional imbalance. Although herbs alone cannot cure all forms of disease or discomfort, these studies illustrates how Echinacea and kava both possess health benefits that may help with several symptoms and disorders. Herbs such as kava may be disputed for their levels of potential toxicity, but many prescriptions pills can prove to be just as dangerous or even more so. Regardless of whether Echinacea or kava can necessarily cure a certain illness, they provide patients and doctors with another option—a natural approach to relieving pain or sickness, as opposed to over-the-counter medications.