The understanding of modern urban life and the place of a man in Essay

The understanding of modern urban life and the place of a man in modern city - Essay Example In this work Simmel underlined that in conditions of modern city and urban society an individual can successfully develop his skills and abilities, as the economical and political situation of modern and post-modern community promotes individual freedom and flexibility. Simmel underlined that "the city conspires to erase difference by assaulting the individual with an overwhelming and never-ending stream of visual stimuli" (Byram, 2002). This vision is inherent to the spacing theory of scientific rationalism, modern and post-modern experience that fills the space with giant cubic forms suppressing the consciousness of people and their freedom. In Simmel's opinion, our society consists of individuals who interact with each other, and this interacting forms features and specificity of our society: "While there is no perception of society until individuals begin to interact, once formed by the interaction of individuals, the society affects the individuals as an outside force" (Crow Ch. , et al., 2000). Benjamin considered modern urban experience and a new politics of vision through the development of technologies. He underlined that "because of mechanical reproduction, art loses its authenticity. Simmel also underlined that metropolis allows individuals to develop their freedom and art. But in the other hand, Simmel asserted that post-modern urban spirit threats individuality (see above). As well as Simmel, Benjamin had positive attitude to communications development: "Benjamin is positive about new technologies, emphasizing their liberating, democratising influences. Simmel gave more social approach to the communication technologies as interactions between people asserting that they form our society, but Benjamin wrote about the positive attitude to such technologies as film and photography: "New media technologies such as phonographs, epic theatre, and especially film and photography, not only destroy art's 'aura' but demystifies the process of creating art, making available rad ical new access and roles for art in mass culture" (Bicket, 2001). With the development of photography and film human perception is changed, and the understanding of modern and post-modern urban reality is also transformed. The paper has demonstrated two authors' positions on modern and post-modern urban experience and their attitude to mass media and technology development. Both Simmel and Benjamin underlined the importance of technological development and its influence on art, culture and our understanding of social environment. They underlined positive and negative approaches of modern and post-modern urban experience and explained the influence of urban life on people. Simmel's views are more approached to the negative and depressing influence of urban life on individuals, while those of Benjamin are more inclined to the positive perception of technological and cultural aspects of modern and pos

Fast Food versus Homemade Food Essay Example for Free

Fast Food versus Homemade Food Essay On the other hand, home-made food has less attraction than fast food. A reason for this is that home-made food needs lots of time until it gets ready. For instance, people should wait for several hours in order to have a ready home-made meal. Another reason is that home-made food is less convenient than fast food. For example, you may not find all the ingredients you need in one grocery, yet you have to look in several groceries until you find all the ingredients. Home-made food is much healthier than fast food, and therefore, people will enjoy eating their meals without thinking of health problems. In conclusion, both fast food and home-made food have significant divergence in preparation time, convenience and quality. Fast food might be better in saving time and being more convenient, while home-made food might be better in quality. I do believe that home-made food is much better than fast food, because peoples health is The questions by Dixit saab: 1. Chule Ki Roti is better or bread. 2. Fast Food is better or customs(regular ) food. , are most relevant in todayss context. I prefer regular food but not fast food. Nutritious, hygenenic food is most important. Even in fast food if it is hygenic, nutritious it can be taken. Many a time we are forced to take fast food which is not so hygenic or nutritious ,because of the urgrncy , in place of the meals we take. The regular intake of fast foods in place of regular food is not suggestable which may kill apetite and person become weak. Inthe present day stressful jobs the person is consuming his physical, mental talents tocope with work schedules. Since body is also a machine we should give necessary inputs through food and required rest so that body functions smoothly. Occasional fast food is unaviodable. But one should take care of health by taking healthy food. Health is Wealth.

Essay --

What is progeria? The word Progeria is a Greek word â€Å"progeros† meaning 'prematurely old' Progeria is a rare genetic disease that causes children to age faster than normal. Children with this disease do not show any symptoms at birth until after their first 10 months, after which their face and body will start to show accelerated retardation and resembles to that of an adult. Their head usually grows to that of an adult and their hair will start to disappear as they grow. Life average expectancy for children affected by this illness is usually between 13 to 20 years. Research shows the major causes of death of children affected by this disease is heart failure and stroke. Causes Symptoms Complications Preparing for your appointment Tests and diagnosis Treatments and drugs Lifestyle and home remedies Lifestyle and home remedies coping and support Causes Majority of children with this disease have a change in the gene that is responsible for encoding the LMNA in their bodies. LMNA is a gene that is responsible for producing a protein that helps maintain the structural integrity of the nucleus in human cells. When LMN A malfunctions certain nucleus in the body becomes unbalance. As a result of this malfunctioned nucleus, it is believed that the malfunctioned or the unbalanced proteins are the cause of progeria in children. Sometimes this disease occurs without any given cause. It sometimes occurs in a family that has not such history. While this disease affects the genes that helps our body to function there is no proven research which shows that it hereditary. Symptoms Children with this disorder are born normal at birth. They start to show characteristics of this disease before their first birthday. At this time they will start to... ...t blood clots. Growth hormone medication may also help the patient increase height and weight. Research also shows that there are steps parents and doctors can take to improve the quality of life for children affected by this disease. Example: since poor appetite is associate with this disease, parents are encourage to give certain nutritional supplements, like Pediasure and Boost to help patient get the nutrition and calories they need. Lifestyle and home remedies There are some steps parents can take at home that may help child affected by this disease. Parent should make sure to keep children with progeria stay warm and always hydrated. Dehydration can cause more harm to children affected with this disease. The child needs to always drink enough, more so whenever they are ill. They should always be provided with meals they are reach in nutrients and calories.

Negotiation and Dispute Resolution

CHAPTER ONE The Nature of Negotiation 4-2 Introduction Negotiation is something that everyone does, almost daily 4-3 Negotiations Negotiations occur for several reasons: †¢ To agree on how to share or divide a limited resource †¢ To create something new that neither party could attain on his or her own †¢ To resolve a problem or dispute between the parties 4-4 Approach to the Subject Most people think bargaining and negotiation mean the same thing; however, we will be distinctive about the way we use these two words: †¢ Bargaining: describes the competitive, win-lose situation †¢ Negotiation: refers to win-win situations such as hose that occur when parties try to find a mutually acceptable solution to a complex conflict 4-5 Three Important Themes 1. The definition of negotiation and the basic characteristics of negotiation situations 2. Interdependence, the relationship between people and groups that most often leads them to negotiate 3. Understanding the dy namics of conflict and conflict management processes which serve as a backdrop for different ways that people approach and manage negotiations 4-6 Characteristics of a Negotiation Situation †¢ There are two or more parties †¢ There is a conflict of needs and desires between two or more parties Parties negotiate because they think they can get a better deal than by simply accepting what the other side offers them †¢ Parties expect a â€Å"give-and-take† process 4-7 Characteristics of a Negotiation Situation †¢ Parties search for agreement rather than: – – – – Fight openly Capitulate Break off contact permanently Take their dispute to a third party †¢ Successful negotiation involves: – Management of tangibles (e. g. , the price or the terms of agreement) – Resolution of intangibles (the underlying psychological motivations) such as winning, losing, saving face 4-8 Interdependence In negotiation, parties need eac h other to achieve heir preferred outcomes or objectives †¢ This mutual dependency is called interdependence †¢ Interdependent goals are an important aspect of negotiation †¢ Win-lose: I win, you lose †¢ Win-win: Opportunities for both parties to gain 4-9 Interdependence †¢ Interdependent parties are characterized by interlocking goals †¢ Having interdependent goals does not mean that everyone wants or needs exactly the same thing †¢ A mix of convergent and conflicting goals characterizes many interdependent relationships 4-10 Types of Interdependence Affect Outcomes †¢ Interdependence and the structure of the situation hape processes and outcomes – Zero-sum or distributive – one winner – Non-zero-sum or integrative – a mutual gains situation 4-11 Alternatives Shape Interdependence †¢ Evaluating interdependence depends heavily on the alternatives to working together †¢ The desirability to work together is better for outcomes †¢ Best available alternative: BATNA (acronym for Best Alternative to a Negotiated Agreement) 4-12 Mutual Adjustment †¢ Continues throughout the negotiation as both parties act to influence the other †¢ One of the key causes of the changes that occur during a negotiation †¢ The effective negotiator needs to understand how eople will adjust and readjust and how the negotiations might twist and turn, based on one’s own moves and the other’s responses 4-13 Mutual Adjustment and Concession Making †¢ When one party agrees to make a change in his/her position, a concession has been made †¢ Concessions restrict the range of options †¢ When a concession is made, the bargaining range is further constrained 4-14 Two Dilemmas in Mutual Adjustment †¢ Dilemma of honesty – Concern about how much of the truth to tell the other party †¢ Dilemma of trust – Concern about how much should negotiators believe wh at the other party tells them 4-15Value Claiming and Value Creation †¢ Opportunities to â€Å"win† or share resources – Claiming value: result of zero-sum or distributive situations where the object is to gain largest piece of resource – Creating value: result of non-zero-sum or integrative situation where the object is to have both parties do well 4-16 Value Claiming and Value Creation †¢ Most actual negotiations are a combination of claiming and creating value processes – Negotiators must be able to recognize situations that require more of one approach than the other – Negotiators must be versatile in their comfort and use of both major strategic approaches Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive/competitive than they really are 4-17 Value Claiming and Value Creation Value differences that exist between negotiators include: †¢ †¢ †¢ †¢ Differences in interes t Differences in judgments about the future Differences in risk tolerance Differences in time preferences 4-18 Conflict Conflict may be defined as a: â€Å"sharp disagreement or opposition† and includes â€Å"the perceived divergence of interest, or a belief that the parties' current aspirations cannot be achieved simultaneously† 4-19 Levels of Conflict Intrapersonal or intrapsychic conflict – Conflict that occurs within an individual †¢ We want an ice cream cone badly, but we know that ice cream is very fattening †¢ Interpersonal conflict – Conflict is between individuals †¢ Conflict between bosses and subordinates, spouses, siblings, roommates, etc. 4-20 Levels of Conflict †¢ Intragroup Conflict – Conflict is within a group †¢ Among team and committee members, within families, classes etc. †¢ Intergroup Conflict – Conflict can occur between organizations, warring nations, feuding families, or within splintered , fragmented communities – These negotiations are the most complex -21 Dysfunctions of Conflict 1. 2. 3. 4. 5. 6. 7. 8. Competitive, win-lose goals Misperception and bias Emotionality Decreased communication Blurred issues Rigid commitments Magnified differences, minimized similarities Escalation of conflict 4-22 Functions and Benefits of Conflict 1. Makes organizational members more aware and able to cope with problems through discussion. 2. Promises organizational change and adaptation. 3. Strengthens relationships and heightens morale. 4. Promotes awareness of self and others. 5. Enhances personal development. 6. Encourages psychological development—it helps eople become more accurate and realistic in their self-appraisals. 7. Can be stimulating and fun. 4-23 The Dual Concerns Model 4-24 Styles of Conflict Management 1. Contending – Actors pursue own outcomes strongly, show little concern for other party obtaining their desired outcomes 2. Yielding – A ctors show little interest in whether they attain own outcomes, but are quite interested in whether the other party attains their outcomes 3. Inaction – Actors show little interest in whether they attain own outcomes, and little concern about whether the other party obtains their outcomes 4-25 Styles of Conflict Management . Problem solving – Actors show high concern in obtaining own outcomes, as well as high concern for the other party obtaining their outcomes 5. Compromising – Actors show moderate concern in obtaining own outcomes, as well as moderate concern for the other party obtaining their outcomes CHAPTER TWO Strategy and Tactics of Distributive Bargaining 4-27 Three Reasons Negotiators Should Be Familiar with Distributive Bargaining 1. Independent situations require knowing how this works in order to do well 2. Need to know how to counter the effects of the strategies 3. Every situation has the potential to require kills at the â€Å"claiming-valueâ₠¬  stage 4-28 The Distributive Bargaining Situation †¢ Goals of one party are in fundamental,direct conflict to another party †¢ Resources are fixed and limited †¢ Maximizing one’s own share of resources is the goal for both parties 4-29 The Distributive Bargaining Situation Situation includes: †¢ Starting points (initial offers) †¢ Target points †¢ Resistance points (walkaway) †¢ Alternative outcomes 4-30 The Distributive Bargaining Situation Party A – Seller Walkaway Point Initial Offer Party B – Buyer Target Point Target Point Asking Price Walkaway Point 4-31 The Role of Alternatives to aNegotiated Agreement †¢ Alternatives give the negotiator power to walk away from the negotiation – If alternatives are attractive, negotiators can: †¢ Set their goals higher †¢ Make fewer concessions – If there are no attractive alternatives: †¢ Negotiators have much less bargaining power 4-32 The Distribut ive Bargaining Situation Party A – Seller Walkaway Point Target Point Alternative Initial Offer Party B – Buyer Asking Price Alternative Target Point Walkaway Point 4-33 Fundamental Strategies †¢ Push for settlement near opponent’s resistance point †¢ Get the other party to change their resistance point If settlement range is negative, either: – Get the other side to change their resistance point – Modify your own resistance point †¢ Convince the other party that the settlement is the best possible 4-34 Keys to the Strategies The keys to implementing any of the four strategies are: †¢ Discovering the other party’s resistance point †¢ Influencing the other party’s resistance point 4-35 Tactical Tasks of Negotiators †¢ Assess outcome values and the costs of termination for the other party †¢ Manage the other party’s impressions †¢ Modify the other party’s perceptions †¢ Manipula te the actual costs of delay or termination 4-36Assess the Other Party’s Target, Resistance Point, and Costs of Terminating Negotiations †¢ Indirectly – Determine information opponent used to set: †¢ Target †¢ Resistance points †¢ Directly – Opponent reveals the information 4-37 Manage the Other Party’s Impressions †¢ Screen your behavior: – Say and do as little as possible †¢ Direct action to alter impressions – Present facts that enhance one’s position 4-38 Modify the Other Party’s Perceptions †¢ Make outcomes appear less attractive †¢ Make the cost of obtaining goals appear higher †¢ Make demands and positions appear more or less attractive to the other party – whichever uits your needs 4-39 Manipulate the Actual Costs of Delay or Termination †¢ Plan disruptive action – Raise the costs of delay to the other party †¢ Form an alliance with outsiders – Involve (or threaten to involve) other parties who can influence the outcome in your favor †¢ Schedule manipulations – One party is usually more vulnerable to delaying than the other 4-40 Positions Taken During Negotiations †¢ Opening offers – Where will you start? †¢ Opening stance – What is your attitude? †¢ Competitive? Moderate? †¢ Initial concessions – Should any be made? If so, how large? 4-41 Positions Taken During Negotiations The role of concessions – Without them, there is either capitulation or deadlock †¢ Patterns of concession making – The pattern contains valuable information †¢ Final offers (making a commitment) – â€Å"This is all I can do† 4-42 Commitments: Tactical Considerations †¢ Establishing a commitment – Three properties: †¢ Finality †¢ Specificity †¢ Consequences †¢ Preventing the other party from committing prematurely – Their co mmitment reduces your flexibility 4-43 Ways to Create a Commitment †¢ †¢ †¢ †¢ Public pronouncement Linking with an outside base Increase the prominence of demands Reinforce the threat or promise 4-44 Commitments:Tactical Considerations †¢ Ways to abandon a committed position – – – – Plan a way out Let it die silently Restate the commitment in more general terms Minimize the damage to the relationship if the other backs off 4-45 Closing the Deal †¢ †¢ †¢ †¢ †¢ Provide alternatives (2 or 3 packages) Assume the close Split the difference Exploding offers Deal sweeteners 4-46 Dealing with Typical Hardball Tactics †¢ Four main options: – Ignore them – Discuss them – Respond in kind – Co-opt the other party (befriend them) 4-47 Typical Hardball Tactics †¢ Good Cop/Bad Cop †¢ Lowball/Highball †¢ Bogey (playing up an issue of little importance) The Nibble (asking fo r a number of small concessions to) 4-48 Typical Hardball Tactics †¢ †¢ †¢ †¢ Chicken Intimidation Aggressive Behavior Snow Job (overwhelm the other party with information) 4-49 Summary Negotiators need to: †¢ Set a clear target and resistance points †¢ Understand and work to improve their BATNA †¢ Start with good opening offer †¢ Make appropriate concessions †¢ Manage the commitment process CHAPTER THREE Strategy and Tactics of Integrative Negotiation 4-51 What Makes Integrative Negotiation Different? †¢ Focus on commonalties rather than differences †¢ Address needs and interests, not positions Commit to meeting the needs of all involved parties †¢ Exchange information and ideas †¢ Invent options for mutual gain †¢ Use objective criteria to set standards 4-52 Overview of the Integrative Negotiation Process †¢ Create a free flow of information †¢ Attempt to understand the other negotiator’s real n eeds and objectives †¢ Emphasize the commonalties between the parties and minimize the differences †¢ Search for solutions that meet the goals and objectives of both sides 4-53 Key Steps in the Integrative Negotiation Process †¢ Identify and define the problem †¢ Understand the problem fully – identify interests and needs on both sides Generate alternative solutions †¢ Evaluate and select among alternatives 4-54 Claiming and Creating Value 4-55 Identify and Define the Problem †¢ Define the problem in a way that is mutually acceptable to both sides †¢ State the problem with an eye toward practicality and comprehensiveness †¢ State the problem as a goal and identify the obstacles in attaining this goal †¢ Depersonalize the problem †¢ Separate the problem definition from the search for solutions 4-56 Understand the Problem Fully— Identify Interests and Needs †¢ Interests: the underlying concerns, needs, desires, or fe ars that motivate a negotiator Substantive interests relate to key issues in the negotiation – Process interests are related to the way the dispute is settled – Relationship interests indicate that one or both parties value their relationship – Interests in principle: doing what is fair, right, acceptable, ethical may be shared by the parties 4-57 Observations on Interests †¢ There is almost always more than one †¢ Parties can have different interests at stake †¢ Often stem from deeply rooted human needs or values †¢ Can change †¢ Numerous ways to surface interests †¢ Surfacing interests is not always easy or to one’s best advantage 4-58Generate Alternative Solutions †¢ Invent options by redefining the problem set: – – – – – – – – Compromise Logroll Modify the pie Expand the pie Find a bridge solution Cut the costs for compliance Non specific compensation Subordinat ion †¢ Generate options to the problem as a given: – Brainstorming – Surveys – Electronic brainstorming 4-59 Evaluate and Select Alternatives †¢ Narrow the range of solution options †¢ Evaluate solutions on: – Quality – Objective standards – Acceptability †¢ Agree to evaluation criteria in advance †¢ Be willing to justify personal preferences †¢ Be alert to the influence of intangibles in selecting options Use subgroups to evaluate complex options 4-60 Evaluate and Select Alternatives †¢ Take time to â€Å"cool off† †¢ Explore different ways to logroll †¢ Exploit differences in expectations and risk/time preferences †¢ Keep decisions tentative and conditional until a final proposal is complete †¢ Minimize formality, record keeping until final agreements are closed 4-61 Factors That Facilitate Successful Integrative Negotiation †¢ Some common objective or goal †¢ Faith in one’s own problem-solving ability †¢ A belief in the validity of one’s own position and the other’s perspective †¢ The motivation and commitment to work together -62 Factors That Facilitate Successful Integrative Negotiation †¢ Trust †¢ Clear and accurate communication †¢ An understanding of the dynamics of integrative negotiation CHAPTER FOUR Negotiation: Strategy and Planning 4-64 Goals – The Focus That Drives Negotiation Strategy †¢ Determining goals is the first step in the negotiation process †¢ Negotiators should specify goals and objectives clearly †¢ The goals set have direct and indirect effects on the negotiator’s strategy 4-65 The Direct and Indirect Effects of Goals on Strategy †¢ Direct effects – – – – Wishes are not goals Goals are often linked to the other party’s goalsThere are limits to what goals can be Effective goals must be concrete/specific †¢ Indirect effects – Forging an ongoing relationship 4-66 Strategy versus Tactics †¢ Strategy: The overall plan to achieve one’s goals in a negotiation †¢ Tactics: Short-term, adaptive moves designed to enact or pursue broad strategies – Tactics are subordinate to strategy – Tactics are driven by strategy †¢ Planning: The â€Å"action† component of the strategy process; i. e. how will I implement the strategy? 4-67 Approaches to Strategy †¢ Unilateral: One that is made without active involvement of the other party Bilateral: One that considers the impact of the other’s strategy on one’s own 4-68 The Dual Concerns Model Avoidance: Don’t negotiate Competition: I gain, ignore relationship Collaboration: I gain, you gain, enhance relationship Accommodation: I let you win, enhance relationship 4-69 Strategic Options †¢ Per the Dual Concerns Model, choice of strategy is reflected in the answers to two questio ns: – How much concern do I have in achieving my desired outcomes at stake in the negotiation? – How much concern do I have for the current and future quality of the relationship with the other party? 4-70 The Nonengagement Strategy:Avoidance †¢ If one is able to meet one’s needs without negotiating at all, it may make sense to use an avoidance strategy †¢ It simply may not be worth the time and effort to negotiate †¢ The decision to negotiate is closely related to the desirability of available alternatives 4-71 Active-Engagement Strategies †¢ Competition – distributive, win-lose bargaining †¢ Collaboration – integrative, win-win negotiation †¢ Accommodation – involves an imbalance of outcomes (â€Å"I lose, you win†) 4-72 Key Steps to an Ideal Negotiation Process 4-73 Key Steps to an Ideal Negotiation Process †¢ Preparation – What are the goals? How will I work with the other party? †¢ R elationship building – Understanding differences and similarities – Building commitment toward a mutually beneficial set of outcomes †¢ Information gathering – Learn what you need to know about the issues 4-74 Key Steps to an Ideal Negotiation Process †¢ Information using – Assemble your case †¢ Bidding – Each party states their â€Å"opening offer† – Each party engages in â€Å"give and take† †¢ Closing the deal – Build commitment †¢ Implementing the agreement 4-75 Getting Ready to Implement the Strategy: The Planning Process †¢ Define the issues †¢ Assemble the issues and define the bargaining ix – The bargaining mix is the combined list of issues †¢ Define your interests – Why you want what you want 4-76 Getting Ready to Implement the Strategy: The Planning Process †¢ Know your limits and alternatives †¢ Set your objectives (targets) and opening bids (whe re to start) – Target is the outcome realistically expected – Opening is the best that can be achieved †¢ Assess constituents and the social context of the negotiation 4-77 The Social Context of Negotiation: â€Å"Field† Analysis 4-78 Getting Ready to Implement the Strategy: The Planning Process †¢ Analyze the other party – Why do they want what they want? How can I present my case clearly and refute the other party’s arguments? †¢ Present the issues to the other party 4-79 Information Needed to Prepare Effectively for Engaging the Other Party †¢ †¢ †¢ †¢ †¢ Resources, issues, and bargaining mix Interests and needs Walkaway point and alternative(s) Targets and opening bids Constituents, social structure, and authority to make an agreement †¢ Reputation and negotiation style †¢ Likely strategy and tactics 4-80 Getting Ready to Implement the Strategy: The Planning Process †¢ Define the protocol t o be followed in the negotiation – – – – – – – What is the agenda? Who will be there?Where will the negotiation occur? What is the time period? What might be done if the negotiation fails? How will we keep track of what is agreed to? How do we know whether we have a good agreement? 4-81 Summary on the Planning Process â€Å"†¦ planning is the most critically important activity in negotiation. † CHAPTER FIVE Perception, Cognition, and Emotion 4-83 Perception, Cognition, and Emotion in Negotiation The basic building blocks of all social encounters are: †¢ Perception †¢ Cognition – Framing – Cognitive biases †¢ Emotion 4-84 Perception Perception is: †¢ The process by which individuals connect to their environment. A â€Å"sense-making† process 4-85 The Process of Perception The process of ascribing meaning to messages and events is strongly influenced by the perceiver’s current state of mind, role, and comprehension of earlier communications People interpret their environment in order to respond appropriately The complexity of environments makes it impossible to process all of the information People develop â€Å"shortcuts† to process information and these â€Å"shortcuts† can create perceptual errors 4-86 Perceptual Distortion †¢ Four major perceptual errors: – Stereotyping – Halo effects – Selective perception – Projection 4-87Stereotyping and Halo Effects †¢ Stereotyping: – Is a very common distortion – Occurs when an individual assigns attributes to another solely on the basis of the other’s membership in a particular social or demographic category †¢ Halo effects: – Are similar to stereotypes – Occur when an individual generalizes about a variety of attributes based on the knowledge of one attribute of an individual 4-88 Selective Perception and Projection â₠¬ ¢ Selective perception: – Perpetuates stereotypes or halo effects – The perceiver singles out information that supports a prior belief but filters out contrary information †¢ Projection: Arises out of a need to protect one’s own self-concept – People assign to others the characteristics or feelings that they possess themselves 4-89 Framing †¢ Frames: – Represent the subjective mechanism through which people evaluate and make sense out of situations – Lead people to pursue or avoid subsequent actions – Focus, shape and organize the world around us – Make sense of complex realities – Define a person, event or process – Impart meaning and significance 4-90 Types of Frames †¢ †¢ †¢ †¢ †¢ †¢ †¢ Substantive Outcome Aspiration Process Identity Characterization Loss-Gain 4-91 How Frames Work in Negotiation Negotiators can use more than one frame †¢ Mismatches in frames b etween parties are sources of conflict †¢ Parties negotiate differently depending on the frame †¢ Specific frames may be likely to be used with certain types of issues †¢ Particular types of frames may lead to particular types of agreements †¢ Parties are likely to assume a particular frame because of various factors 4-92 Interests, Rights, and Power Parties in conflict use one of three frames: †¢ Interests: people talk about their â€Å"positions† but often what is at stake is their underlying interests †¢ Rights: people may be concerned about who is right† – that is, who has legitimacy, who is correct, and what is fair †¢ Power: people may wish to resolve a conflict on the basis of who is stronger 4-93 The Frame of an Issue Changes as the Negotiation Evolves †¢ Negotiators tend to argue for stock issues or concerns that are raised every time the parties negotiate †¢ Each party attempts to make the best possible case for his or her preferred position or perspective †¢ Frames may define major shifts and transitions in a complex overall negotiation †¢ Multiple agenda items operate to shape issue development 4-94 Some Advice about Problem Framing for Negotiators Frames shape what the parties define as the key issues and how they talk about them †¢ Both parties have frames †¢ Frames are controllable, at least to some degree †¢ Conversations change and transform frames in ways negotiators may not be able to predict but may be able to control †¢ Certain frames are more likely than others to lead to certain types of processes and outcomes 4-95 Cognitive Biases in Negotiation †¢ Negotiators have a tendency to make systematic errors when they process information. These errors, collectively labeled cognitive biases, tend to impede negotiator performance. 4-96 Cognitive Biases †¢ †¢ †¢ †¢ †¢Irrational escalation of commitment Mythical fixed-pie be liefs Anchoring and adjustment Issue framing and risk Availability of information †¢ The winner’s curse †¢ Overconfidence †¢ The law of small numbers †¢ Self-serving biases †¢ Endowment effect †¢ Ignoring others’ cognitions †¢ Reactive devaluation 4-97 Irrational Escalation of Commitment and Mythical Fixed-Pie Beliefs †¢ Irrational escalation of commitment – Negotiators maintain commitment to a course of action even when that commitment constitutes irrational behavior †¢ Mythical fixed-pie beliefs – Negotiators assume that all negotiations (not just some) involve a fixed pie 4-98Anchoring and Adjustment and Issue Framing and Risk †¢ Anchoring and adjustment – The effect of the standard (anchor) against which subsequent adjustments (gains or losses) are measured – The anchor might be based on faulty or incomplete information, thus be misleading †¢ Issue framing and risk – Frames ca n lead people to seek, avoid, or be neutral about risk in decision making and negotiation 4-99 Availability of Information and the Winner’s Curse †¢ Availability of information – Operates when information that is presented in vivid or attention-getting ways becomes easy to recall. – Becomes central and critical in evaluating events and ptions †¢ The winner’s curse – The tendency to settle quickly on an item and then subsequently feel discomfort about a win that comes too easily 4-100 Overconfidence and the Law of Small Numbers †¢ Overconfidence – The tendency of negotiators to believe that their ability to be correct or accurate is greater than is actually true †¢ The law of small numbers – The tendency of people to draw conclusions from small sample sizes – The smaller sample, the greater the possibility that past lessons will be erroneously used to infer what will happen in the future 4-101 Self-Serving Bi ases and Endowment Effect †¢ Self-serving biases People often explain another person’s behavior by making attributions, either to the person or to the situation – There is a tendency to: †¢ Overestimate the role of personal or internal factors †¢ Underestimate the role of situational or external factors †¢ Endowment effect – The tendency to overvalue something you own or believe you possess 4-102 Ignoring Others’ Cognitions and Reactive Devaluation †¢ Ignoring others’ cognitions – Negotiators don’t bother to ask about the other party’s perceptions and thoughts – This leaves them to work with incomplete information, and thus produces faulty results †¢ Reactive devaluation The process of devaluing the other party’s concessions simply because the other party made them 4-103 Managing Misperceptions and Cognitive Biases in Negotiation The best advice that negotiators can follow is: †¢ Be aware of the negative aspects of these biases †¢ Discuss them in a structured manner within the team and with counterparts 4-104 Mood, Emotion, and Negotiation †¢ The distinction between mood and emotion is based on three characteristics: – Specificity – Intensity – Duration 4-105 Mood, Emotion, and Negotiation †¢ Negotiations create both positive and negative emotions †¢ Positive emotions generally have positive onsequences for negotiations – They are more likely to lead the parties toward more integrative processes – They create a positive attitude toward the other side – They promote persistence 4-106 Mood, Emotion, and Negotiation †¢ Aspects of the negotiation process can lead to positive emotions – Positive feelings result from fair procedures during negotiation – Positive feelings result from favorable social comparison 4-107 Mood, Emotion, and Negotiation †¢ Negative emotions generally h ave negative consequences for negotiations – They may lead parties to define the situation as competitive or distributive They may undermine a negotiator’s ability to analyze the situation accurately, which adversely affects individual outcomes – They may lead parties to escalate the conflict – They may lead parties to retaliate and may thwart integrative outcomes – Not all negative emotion has the same effect 4-108 Mood, Emotion, and Negotiation †¢ Aspects of the negotiation process can lead to negative emotions – Negative emotions may result from a competitive mind-set – Negative emotions may result from an impasse – Negative emotions may result from the prospect of beginning a negotiation †¢ Effects of positive and negative emotion Positive feelings may generate negative outcomes – Negative feelings may elicit beneficial outcomes †¢ Emotions can be used strategically as negotiation gambits CHAPTER SIX C ommunication 4-110 Communication in Negotiation Communication processes, both verbal and nonverbal, are critical to achieving negotiation goals and to resolving conflicts. 4-111 What is Communicated during Negotiation? †¢ †¢ †¢ †¢ Offers, counteroffers, and motives Information about alternatives Information about outcomes Social accounts – Explanations of mitigating circumstances – Explanations of exonerating circumstances Reframing explanations †¢ Communication about process 4-112 Communication in Negotiation: Three Key Questions †¢ Are negotiators consistent or adaptive? – Many negotiators prefer sticking with the familiar rather than venturing into improvisation †¢ Does it matter what is said early in the process? – What negotiators do in the first half of the process has a significant impact on their ability to generate integrative solutions with high joint gains †¢ Is more information always better? – Th ere is evidence that having more information does not automatically translate into better outcomes 4-113 How People Communicate n Negotiation †¢ Use of language operates at two levels: – Logical level (proposals, offers) – Pragmatic level (semantics, syntax, style) †¢ Use of nonverbal communication – Making eye contact – Adjusting body position – Nonverbally encouraging or discouraging what the other says 4-114 How People Communicate in Negotiation †¢ Selection of a communication channel – Communication is experienced differently when it occurs through different channels – People negotiate through a variety of communication media – by phone, in writing and increasingly through electronic channels or virtual negotiations Social bandwidth distinguishes one communication channel from another. †¢ the ability of a channel to carry and convey subtle social and relational cues from sender to receiver 4-115 How to I mprove Communication in Negotiation Three main techniques: 1. The use of questions 2. Listening 3. Role reversal 4-116 How to Improve Communication in Negotiation †¢ Use of questions: two basic categories – Manageable questions †¢ cause attention or prepare the other person’s thinking for further questions: – â€Å"May I ask you a question? † †¢ getting information – â€Å"How much will this cost? † †¢ generating thoughts â€Å"Do you have any suggestions for improving this? † 4-117 How to Improve Communication in Negotiation †¢ Use of questions: two basic categories – Unmanageable questions †¢ cause difficulty – â€Å"Where did you get that dumb idea? † †¢ give information – â€Å"Didn’t you know we couldn’t afford this? † †¢ bring the discussion to a false conclusion – â€Å"Don’t you think we have talked about this enough? † 4-118 How to Improve Communication in Negotiation †¢ Listening: three major forms 1. Passive listening: Receiving the message while providing no feedback to the sender 2. Acknowledgment: Receivers nod their heads, maintain eye ontact, or interject responses 3. Active listening: Receivers restate or paraphrase the sender’s message in their own language 4-119 How to Improve Communication in Negotiation †¢ Role reversal – – Negotiators understand the other party’s positions by actively arguing these positions until the other party is convinced that he or she is understood Impact and success of the role-reversal technique †¢ Research suggests that role reversal is a useful tool for improving communication and the accurate understanding and appreciation of the other party’s position 4-120 Special Communication Considerations at the Close of Negotiations Avoiding fatal mistakes – Keeping track of what you expect to happen – Systematically guarding yourself against self-serving expectations – Reviewing the lessons from feedback for similar decisions in the future †¢ Achieving closure – Avoid surrendering important information needlessly – Refrain from making â€Å"dumb remarks† CHAPTER SEVEN Finding and Using Negotiation Power 4-122 Why Is Power Important to Negotiators? Seeking power in negotiation arises from one of two perceptions: 1. The negotiator believes he or she currently has less power than the other party. 2. The negotiator believes he or she needs more power than the other party. -123 A Definition of Power †¢ â€Å"an actor†¦has power in a given situation (situational power) to the degree that he can satisfy the purposes (goals, desires, or wants) that he is attempting to fulfill in that situation† †¢ Two perspectives on power: – Power used to dominate and control the other– â€Å"power over† – Power used to work together with the other–â€Å"power with† 4-124 Major Sources of Power – How People Acquire Power †¢ †¢ †¢ †¢ †¢ Informational sources of power Personal sources of power Power based on position in an organization Relationship-based sources of power Contextual sources of power 4-125 Informational Sources of Power Information is the most common source of power – Derived from the negotiator’s ability to assemble and organize data to support his or her position, arguments, or desired outcomes – A tool to challenge the other party’s position or desired outcomes, or to undermine the effectiveness of the other’s negotiating arguments 4-126 Power Based on Personality and Individual Differences †¢ Personal orientation †¢ Cognitive orientation – Ideologies about power †¢ Motivational orientation – Specific motives to use power †¢ Disposition and skills – Orientation t o cooperation/competition †¢ Moral orientation – Philosophical orientation to power use -127 Power Based on Position in an Organization Two major sources of power in an organization: †¢ Legitimate power which is grounded in the title, duties, and responsibilities of a job description and â€Å"level† within an organization hierarchy †¢ Power based on the control of resources associated with that position 4-128 Power Based on Position in an Organization Two major sources of power in an organization: †¢ Legitimate power is derived from occupying a particular job, office, or position in an organizational hierarchy – Power resides in the title and responsibilities of the job itself and the â€Å"legitimacy† of the office holder Legitimate power is the foundation of our social structure and may be acquired by birth, election or appointment or promotion 4-129 Power Based on Resource Control †¢ People who control resources have the capac ity to give them to someone who will do what they want, and withhold them (or take them away) from someone who doesn’t do what they want. 4-130 Power Based on Resource Control †¢ Some of the most important resources: – – – – – – – Money Supplies Human capital Time Equipment Critical services Interpersonal support 4-131 Power Based on Relationships †¢ Goal interdependence – How parties view their goals †¢ Referent power Based on an appeal to common experiences, common past, common fate, or membership in the same groups. †¢ Networks – Power is derived from whatever flows through that particular location in the structure (usually information and resources) 4-132 An Organization Hierarchy 4-133 An Organizational Network Isolated Dyad Star Gatekeeper Liaison External Environment Linking Pin Isolate 4-134 Power Based on Relationships †¢ Key aspects of networks: – Tie strength †¢ An i ndication of the strength or quality of relationships with others – Tie content †¢ The resource that passes along the tie with the other person – Network structure The overall set of relationships within a social system 4-135 Power Based on Relationships Aspects of network structure that determine power include: †¢ †¢ †¢ †¢ †¢ Centrality Criticality and relevance Flexibility Visibility Membership in a coalition 4-136 Contextual Sources of Power Power is based in the context, situation or environment in which negotiations take place. †¢ BATNAs – An alternative deal that a negotiator might pursue if she or he does not come to agreement with the current other party †¢ Culture – Often contains implicit â€Å"rules† about use of power †¢ Agents, constituencies and external audiences All these parties can become actively involved in pressuring others 4-137 Dealing with Others Who Have More Power †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Never do an all-or-nothing deal Make the other party smaller Make yourself bigger Build momentum through doing deals in sequence Use the power of competition to leverage power Constrain yourself Good information is always a source of power Ask many questions to gain more information Do what you can to manage the process CHAPTER EIGHT Ethics in Negotiation 4-139 What Do We Mean by Ethics and Why Do They Matter in Negotiation? Ethics: †¢ Are broadly applied social standards for what is right r wrong in a particular situation, or a process for setting those standards †¢ Grow out of particular philosophies which – Define the nature of the world in which we live – Prescribe rules for living together 4-140 Resolving Moral Problems 4-141 Questions of Ethical Conduct that Arise in Negotiation †¢ Using ethically ambiguous tactics: It’s (mostly) all about the truth †¢ Identifying ethically ambig uous tactics and attitudes toward their use – What ethically ambiguous tactics are there? – Is it all right to use ethically ambiguous tactics? 4-142 Questions of Ethical Conduct that Arise in Negotiation †¢ Deception by omission versus commission

Final Assignment

Additionally, it will show which changes will be made that will have a positive exult to our program not only now, but in the future as well. Readiness of our Leaders There are several leaders in this change the principal, H. O. S. T. Administration Migrant Education, Reading Teacher, several paraprofessionals, and our SST including myself. Together we identify the core elements and negotiate items in our change plan. The main change is to increase the time allotted students to do reading at our program.Program/practices for scale and sustainability Our program has and is having success in empowering students to grow al develop in a safe and caring environment. The area that can be improved the enriching environment, why? First, the program needs to have access computers in the area where HOST is located. Second because the student get computers time only three days out of the week and for 20 minutes a c while at HOST. Third, the students are given 30 minutes, but by the time t' go t o and from the computer lab, which takes them 10 minutes, they only 20 minutes at most.My personal feelings are that our children can benefit from having their own computer lab at HOST or tablets that they can access anytime they are in the aftershock program. Most of the students at our aerogram are of Hispanic decent some of them struggle in reading, comprehension and writing. I can only imagine what can be done to help them in those areas if we had our own computers or tablets. Our student have a 30 minute block in which reading is being implemented already, if v had reading and writing software on tablets Or Computers Our students cal reap the benefits. What is it?Why is it important? In order for our program to continue to empower students to grow and develop in a safe, caring, an educationally enriched environment feel that the students need more reading time. My thoughts are that if the students had tablets in our aftershock program to work with in reading that they would mak e rapid advancement in reading. The stakeholders that will approach are the principal at the school, since she is a person that commends a lot of power In other words when she speaks people listen, plus she knows other people as well that have that type of authority.Identifying the main change will assist us to determine whether or not all elements within this change are crucial. At this point our plan can be tweaked to fit the needs of our studs The need and wiliness of all stakeholders to relocate resources for the Ben f our change plan is amazing. In corporations or companies change is evitable and a must in order to stay in the game. The key to change is to b willing to listen to others opinions. How is it high quality and valued by stakeholders? This change is high quality because of the students that this change target!Most of the students are Engle sis Language Learners and struggle with comprehension. Some of them are behind in their level of reading and writing skills. What results are anticipated? This change will be enriching the students in that they will increase their level of reading, comprehension ND writing skills. The stakeholders will benefit because they will actually s the students progress. Non-negotiable elements of the program/practice There will be items in the change plan that is nonnegotiable in order to keep the integrity of the change.During our planning stages as a group we decided that reading and comprehension were nonnegotiable. These two items are non-negotiable since they are our focal point of interest. Without these two we would not have a need for the change plan. Scale and sustainability scores In order to define the scale and sustainability score of the change plan we ad to review the Scale and Sustainability scores located within the book â€Å"Leading Change Step-By-Step† by Jody Spiro. These results will let us know to what extent certain features have been merged into our program (Spiro, 201 1).Our results sho w that we have an all-inclusive plan, but not all stakeholders have bought into it yet. What this says about us is that we are good at working together and coming up with a plan. However, this does not mean that everyone agrees with it. There is still some resistance to the actual plan change. This of course is expected, since change is never easy, nonetheless a good way to get individuals on board is by communicating and educating them. Education & Communication: One of the best ways to overcome resistance to change is to educate people about the change effort beforehand.Being upfront with education and communication lets everyone have knowledge about the changes. â€Å"People tend to see things that are happening now as more urgent than those that will happen in the future. † (Weber, 2006). Sometimes individuals are afraid of something they do not understand, however once they learn how this change is to come or will be made they are not as afraid. It is only then that they will start asking questions once they are informed. This however is not a guarantee that they will accept the change right away, but now they are more ready to listen to what one has to say.The development of scale and sustainability strategies for the change strategy Creating an environment where there is open communication and providing them an outlet to speak about their concerns will minimize a lot of the resistance. Providing the team with a consistent and clear message will minimize resistance. If change my views or do not sound confident in my change plans, the message will be inconsistent. On the other hand, if I am consistent and clear; offering a clear vision and specific goals to achieve, the team will be focused and know what is expected of them.I will also make sure the â€Å"messages are communicated through the participants' ears† (Spiro, 201 1). Communication is a key element, for this element we scored a five. However, this needs to be on a continual basis i n order for the group to be informed throughout the school year. Communication is not something that happens last minute; it is something that is practice throughout with co- workers. In conclusion ‘Veneered you introduce change, you are sure to encounter barriers† (Drexel & Muskier, 2012). The best change leaders; will have a plan B for when things go wrong.Knowing your group, making sure you communicate with them and realizing you cannot make change happen alone will help your change effort become successful. Communication must be clear and consistent while your plan needs to have important feasible goals. Another area to be aware of is that the plan change is not written on stone and that there might be changes that will take place throughout the planning stages. What one might come up with at the end as a leader for hanger might be totally different than what one started with.

Invention and History of Volleyball

Invention and History of Volleyball William Morgan invented volleyball in 1895 at the Holyoke, Massachusetts, YMCA (Young Mens Christian Association) where he served as Director of Physical Education. Morgan originally called his new game of Volleyball, Mintonette. The name Volleyball came about after a demonstration game of the sport, when a spectator commented that the game involved much volleying and game was renamed Volleyball. William Morgan was born in the state of New York and studied at Springfield College, Massachusetts. Ironically at Springfield, Morgan met James Naismith who invented basketball in 1891. Morgan was motivated by Naismiths game of basketball designed for younger students to invent a game suitable for the older members of the YMCA. William Morgans basis for the new game of  Volleyball. was the then popular and similar German game of Faustball and a few other sports including: tennis (the net), basketball, baseball and handball. The Morgan Trophy Award is presented annually to the most outstanding male and female collegiate volleyball player in the United States. Established by the William G. Morgan Foundation in 1995 during the centennial year of volleyball, the trophy is named in honor of William Morgan.

About Finnish Architect Alvar Aalto

About Finnish Architect Alvar Aalto Finnish architect Alvar Aalto (born February 3, 1898) became famous for both his modernist buildings and his furniture designs of bent plywood. His influence on American furniture-making continues to be seen in public buildings. Aaltos unique style grew out of a passion for painting and a fascination for the works of cubist artists Pablo Picasso and Georges Braque. Fast Facts: Alvar Aalto Known For: Influential modern architecture and furniture designBorn: February 3, 1898 in Kuortane, FinlandDied: May 11, 1976 in Helsinki, FinlandEducation: Helsinki University of Technology, 1916–1921Key Accomplishments: Paimio Tuberculosis Sanatorium and Paimio Chair; Baker House dorm at MIT; three- and four-legged stools for adults, children, and restaurantsSpouses:  Finnish architect and designer Aino Maria Marsio and Finnish architect Elissa Mkiniemi Early Years Born in the age of form follow function and at the cusp of Modernism, Hugo Alvar Henrik Aalto graduated with honors in architecture from Helsinki University of Technology. His early works combined Neoclassical ideas with the International Style. Later, Aaltos buildings were characterized by asymmetry, curved walls, and complex textures. Many people say his architecture defies any style label. except for Modernist. Alvar Aaltos passion for painting led to the development of his unique architectural style. Cubism and collage , explored by the painters Pablo Picasso and Georges Braque, became important elements in Aaltos work. As an architect, Aalto used color, texture, and light to create collage-like architectural landscapes. Professional Life The term Nordic Classicism has been used to describe some of Alvar Aaltos work. Many of his buildings combined sleek lines with richly textured natural materials such as stone, teak, and rough-hewn logs. Hes also been called a Human Modernist for what we might call today his client-centered approach to architecture. The Finnish architect received international acclaim with the completion of the Paimio Tuberculosis Sanatorium. The hospital he built in Paimio, Finland between 1929 and 1933 is still looked upon as one of the worlds best-designed healthcare facilities.  The details incorporated into the building design by Aalto illustrate many of the evidence-based design strategies published in recent years, writes Dr. Diana Anderson, MD in 2010. With an open-air roof terrace, sun balconies, inviting pathways throughout the grounds, orientation of the patient wing for rooms to receive full morning sunlight, and calming room colors, the architecture of the building is more modern than many healthcare facilities built today. Aalto also designed interiors and furnishing, and one of his most enduring creations is the chair designed for the tubercular patients at Paimio. The Paimio Sanatorium chair is so beautifully designed that it is part of the collection of the Museum of Modern Art in New York. Based on the metal tube Wassily chair designed in 1925 by Marcel Breuer, Aalto took laminated wood and bent it like Breuer bent metal to form a frame in which was placed a bent wooden seat. Designed to ease the breathing of a  tubercular patient, the Paimio chair is beautiful enough to be sold to todays consumer.   Maire Mattinen writes in the Forward  to the Nomination of Paimio Hospital for Inclusion in the World Heritage List, The hospital can be described as a Gesamtkunstwerk, all the aspects of which - the landscape, the function, the technology and the aesthetics - aim to promote the well-being and recuperation of the patients. Marriages Aalto was married twice. His first wife, Aino Mariso Aalto (1894–1949), was a partner in Artek, the furnishings workshop they established in 1935. They became famous for their furniture and glassware designs. After the death of Aino, Aalto married the Finnish architect Elissa Mkiniemi Aalto (1922–1994) in 1952. It was Elissa who carried on the businesses and completed ongoing projects after Aalto died. Death Alvar Aalto died on May 11, 1976 in Helsinki, Finland. He was 78 years old. Mr. Aaltos style was not easily characterized, but it was frequently described as humanistic, wrote architecture critic Paul Goldberger at the time of Aaltos death. Throughout his career he was more interested in creating architectural housings to reflect the complexities of functions within than in fitting functions into a simple form. Legacy Alvar Aalto is remembered with the likes of Gropius, Le Corbusier, and van der Rohe as a major influence on 20th century modernism. A review of his architecture realizes an evolution from simple classical forms of the 1924 White Guards Headquarters to the functional modernism of the 1933 Paimio Sanatorium. The 1935 Viipuri Library in Russia has been called International or even Bauhaus-like, yet Aalto rejected that modernism for something less stark. The 1948 Baker House dormitory at the Massachusetts Institute of Technology may be known on campus for its piano tossing event, yet the buildings wavy design and open spaces promote community and humanism. The Baker House, Cambridge, Massachusetts, Alvar Aalto. Santi Visalli/Getty Images (cropped) The curve in Aaltos architecture continued for the next 30 years, even in designs completed after his death, like the 1978 Church of the Assumption of Mary in Riola di Vergato, Emilia-Romagna, Italy. His impact on furniture design, however, is Aaltos legacy for not only people around the world, but to furniture makers such as the Eames partnership. Alvar Aalto often integrated architecture with interior design. He is the acknowledged inventor of bent wood furniture, a practical and modern idea that had far-reaching influences at home and abroad. As Aalto transformed Breuers bent metal into bent wood, Charles and Ray Eames took the concept of molded wood and created the iconic plastic molded chair. Without knowing the designers names, who hasnt sat on one of Aaltos curved wood designs or Breuers metal chairs or the Eames stackable plastic chairs? Furnishings by Alvar Aalto, 1938. Print Collector/Getty Images (cropped) One can easily think about Alvar Aalto when coming upon a bad reproduction of his furniture. Discover a three-legged stool in your storage shed, and you wonder why the legs keep falling out of the underside of the round seat, as they are only glued into little holes. Many old, broken stools could use a better design - like Aaltos STOOL 60 (1933).  Ã‚  In 1932, Aalto had developed a revolutionary type of furniture made of laminated bent plywood. His stools are simple designs with bent wooden legs that provide strength, durability, and stackability. Aaltos  Ã‚  STOOL E60 (1934) is a four-legged version. Aaltos BAR STOOL 64 (1935) is familiar because its been copied so often. All of these iconic pieces were designed when Aalto was in his 30s. Furniture that doesnt end up in storage is often designed by modern architects, because they have better ideas of how to keep things together. Sources Anderson, Diana. Humanizing the hospital: Design lessons from a Finnish sanatorium. Canadian Medical Association Journal (CMAJ), 2010 Aug 10; 182(11): E535–E537.https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2917967/ Artek. Art Technology Since 1935. https://www.artek.fi/en/companyGoldberger, Paul.  Alvar Aalto Is Dead at 78; Master Modern Architect. The New York Times, May 13, 1976National Board of Antiquities. Nomination of Paimio Hospital for Inclusion in the World Heritage List. Helsinki 2005. nba.fi/fi/File/410/nomination-of-paimio-hospital.pdf