Leadership And Management In Nursing Nursing Essay

Leadership And Management In Nursing Nursing Essay Mergers illustrate the focus on organisational restructuring as the key lever for change as indicated by the ninety nine health care provider mergers in England between 1996 and 2001. (Fulop, Protsopsaltis, King, Allen, Hutchings, and Normand, 2004) However, in many cases, mergers have unexpected consequences and drawbacks including problems in integrating staff, services, systems and working practices, clashing organisational cultures and poor leadership capacity. This essay considers leadership and management in the context of a problematic merger of services from two hospitals onto one site. The essay focuses on the change management process within one department to highlight key leadership, team, and cultural issues that negatively affected the newly merged department. The microcosm of the department mirrors similar occurrences across the two merged hospitals. The essay concludes with a comment on the organisational consequences if a macro intervention is not implemented. Confidentiality has been preserved by anonymising the identity of the hospitals and departments concerned. BACKGROUND This essay explores a recent change process involving the creation of a psychiatric liaison team based in a NHS hospital Accident and Emergency Department. (A E) in January 2004. The change occurred because of the merger of two hospitals that resulted in a number of structural changes, including the amalgamation of a traditionally split emergency service into a one site A E department. The liaison team replaced the existing deliberate self-harm service which had operated in the one hospital for two decades. The new liaison team consisted of eight newly appointed G-grade mental health nurses, a team leader, and a consultant psychiatrist who had both previously worked in the deliberate self-harm service. The hours of operation initially were 08:00 to 22:00 and there were two nurses on duty on early and late shifts. During a four week induction period, the team participated in team building and training exercises and developed into a cohesive, effective group. The team created clear key performance indicators specific to the psychiatric liaison team, established an action plan to achieve the set objectives, and planned to carry out six-monthly reviews. The team developed a shared vision to provide high quality, person centred care to the A E department without breaching governments four hour targets (DOH, 2001). The team leaders leadership style was democratic, and she fostered collaboration and involvement within the team (Walton, 1999). The team members considered her an expert in the field, and respected her for it. In July 2004, the service manager attended a monthly team meeting. At the meeting she was informed that a major change was expected to the hours of operation. The service would be extended to a 24-hour service starting in September 2004. In order for the liaison team to cover a 24-hour roster there was initially be a reduction in the number of nurses on duty, however, more staff would be recruited if necessary after a six month service review. An exact date for the review was not given. The change had not been communicated as part of the strategy for the greater merger. The Department of Health (DOH) modernisation agenda for the NHS, (DOH, 2002) sets out to modernise services in the NHS, and introduced a three star rating scale against which each NHS Trusts performance is compared against benchmark standards. Funding in turn is dependant on the star rating achieved. One such standard relates to delays in A E departments, and stipulates that mental health patients should have 24 hour access to services, and that patients should be assessed and treated within four hours of arrival. (DOH, 2001) The underlying rationale for the change was therefore that the psychiatric liaison service had to provide a 24-hour service in order for the hospital to comply with the benchmark. Management of the merged hospitals did not consider staff shortages or how the four hour target might affect the quality of service provision, particularly when staff are under constant pressure to discharge patients before they exceed the benchmark standard. (RCP, 2004) In the servic e described above, reaching the necessary 98 % four hour target proved impossible, because the staff numbers did not match the requirements of the service. The service was therefore to be expanded without additional staff, implying not only changes in hours and shifts, but also changes in work patterns. The team members reacted negatively to how the change process was introduced. Concerns were expressed about the reduction in staff numbers and questions were raised as to how the staff would be able to cope. The sense of security and continuity were put at risk. (Walton, 1999) The service manager was not available to address the concerns due to an increased scope of responsibility because of the merger that was beyond her normal remit. Lack of two way communication between the manager and the employees meant that the manager lost a valuable opportunity to resolve the negative reactions, and laid the foundation for resistance to change (Johnson, Scholes, and Whittington, 2005). Within a month of the announcement, the team leader had resigned. A new team leader was appointed and was tasked to lead the team through the change. The team started gradually becoming fragmented, staff sickness rates soared, and morale plummeted. The situation reached a crisis point by December 2005, by which time two more staff members had resigned. The majority of staff had taken sick leave, and the psychiatric liaison service was left uncovered for several days. A number of mental health patients in A E waited for hours, sometimes all night, to be seen by a mental health professional. The A E department laid a formal complaint about the liaison teams performance. In March 2005, following discussion with a union representative, the team took out a grievance against the team leader. The key issues of concern were the way the change process had been introduced, lack of two-way communication and the team leaders unsuitable task-oriented, directive leadership style. The team leader was suspended and the Trust commenced a lengthy investigation into the change process. The investigation continues to date. ANALYSIS Cameron and Green (2004) suggest McKinseys 7S model as a diagnostic tool to identify interconnected and related aspects of organisational change. The model is problem rather than solution focussed, and hence useful for pointing out retrospectively why change did not work. The weakness of the model is that it does not explicit identify drivers from the external environment and accordingly key forces have been described by way of explanation. According to Burke and Litwin (1992), the external environment is any outside condition or situation that influences the performance of the organisation. Systems, Staff and Strategy Systems refer to standardised policies and mechanisms that facilitate work, primarily manifested in the organisations reward systems, management information systems, and in such control systems as performance appraisal, goal and budget development, and human resource allocation. (Burke and Litwin, 1992) Systems are the mechanisms through which strategy is achieved. Strategy is how the organisation intends to achieve a purpose over an extended time scale. Johnson, Scholes, and Whittington (2005) link it directly to environment (industry structure), organisational structure, and corporate culture. Leaders are the executives and managers providing overall organisational direction and serving as behavioural role models for all employees. (Burke and Litwin, 1992) The systems that the service had in place to support the staff prior to the merger had functioned efficiently. The psychiatric liaison team had monthly team meetings, weekly ward rounds and supervision, and twice daily handovers to ensure high quality service. Teams in this context mean a group who share a common health goal and common objectives, determined by community needs, to the achievement of which each member of the team contributes, in accordance with his or her competencies and skill and in co-ordination with the functions of others. (WHO, 1984) Under the previous team leaders management, the team had achieved a mature and productive level of performance that fell within Tuckmans model of team development of a performing team. (Mullins, 2002) The leader demonstrated characteristics of an effective team leader (e.g. good communication) and ensured that the team members views were passed on to the management. (Marquis and Huston, 2003) The team also developed team specific performance indicators to fit the Trusts strategy, such as the goal to provide high quality care within four hours of service users presenting to the A E department. However, the new management of the merged hospitals did not take into account that the reduction in staff numbers would make it difficult for staff to find time to attend ward rounds and to supervise care. Lack of supervision had a negative impact on the quality of care provided, and staff shortages meant that the team did not reach the four-hour targets in A E department. The change process indicated a lack of sincere stakeholder consultation which would have alleviated the crisis in the department. (Iles and Sutherland, 2001) Structure and Style Structure is the arrangement of functions and people into specific areas and levels of responsibility, decision-making authority, communication, and relationships to assure effective implementation of the organisations mission and strategy. (Burke and Litwin, 1992) The NHS Leadership Qualities Framework (DOH, 2002, p34) suggests leading change through people with effective and strategic influencing is essential in a merger environment. This is supported by Johnson, Scholes and Whittington (2005) who suggest that strategic, transformational leadership is a key element within an organisation staffed by professionals and that a collaborative style is required to achieve transformational, lasting change. However, the new team leaders leadership style was autocratic and the team members were no longer consulted about matters concerning it, which was inappropriate in team nursing approach associated with collaborative patient centric care. Marquis and Huston (2003) suggest that a democratic leadership style works best with a mature experienced team with shared responsibility and accountability. The change in leadership style meant that the team felt disempowered and uninvolved in decision making which did not allow ownership of the change process to emerge. Furthermore, the flow of information to the team slowed down and the teams concerns about the change did not reach top management implying that communication channels in the new organisational structure were not functioning efficiently. Management style equally affects culture. Johnson, Scholes and Whittington (2005) state that culture is the taken for granted assumptions that are accepted by an organisation or team. These work routines are not explicit, but are essential for effective performance. Ignoring these as the new team leader did, reduces motivation and performance, and stiffens resistance to change. Skills Skills are the distinctive capabilities of key people. (Cameron and Green, 2003) The nature of the team membership implied a range of key skills interdependent on the other for effective performance. A problem area in the skills portfolio was information technology skills. The Trust managing the merged hospitals had introduced a Trust wide electronic patient record system in accordance with NHS requirements. (DOH, 2003) This was implemented simultaneously with the decision to extend the working hours. The change aimed to improve the service user experience by allowing staff a 24-hour access to service users care and crisis plans. (DOH, 2003) The staff shortage meant that team members did not receive appropriate training on the system and the use of the electronic patient record system became a source of frustration and confusion. Lack of computer skills contributed to staffs frustration and negative attitudes with the change process. Superordinate goals Superordinate goals are the longer term vision of the organisation and the shared values and guiding principles that that shape the future of the organisation and motivation achievement of strategy. (Cameron and Green, 2003) The teams superordinate goals were initially created during the four-week team building period and aligned with those of the larger organisation. The teams vision was to provide high quality, service user centred care. The team also considered change as a natural part of organisational development. However, the team became increasingly resistant to change when it felt that the organisation did not really care about its employees, their concerns, and the ultimate reason for the organisations purpose, being the patient. DISCUSSION OF CHANGE PROCESS Change management is art of influencing people and organisations in a desired direction to achieve an agreed future state to the benefit of that organisation and its stakeholders. (Cameron and Green, 2003) A number of models can be used to model a change management process. A popular model is Kurt Lewins forcefield analysis. A forcefield analysis is a useful tool to understand the driving and resisting forces in a change situation as a basis for change management. This technique identifies forces that might work for the change process, and forces that are against the change. Lewins model suggests that once these conflicting forces are identified, it becomes easier to build on forces that work for the change and reduce forces that are against the change (Cameron and Green, 2003). The difficulty is the assessment of strength or duration of a force, partlicularly when the human dimension is considered. The key resisting force in the change process was a lack of staff and poor leadership. The change process under discussion was largely motivated by external factors. However, due to poor project planning, Trust management failed to consider the internal factors that had a major impact on the change. In particular, the management failed to involve the necessary stakeholders at a local level to increase ownership of the change thus failed to consider the human dimension (Walton, 1999 and DOH, 2004). The new team leaders autocratic leadership style did not fit the requirements of the task, or the culture of the team and thus sowed the seeds of resistance to change. (Hogg and Vaughan, 2002). The poorly managed change process became costly to the Trust due to the loss of human resources, reduced staff morale and lowered the credibility of the management. The change left the psychiatric liaison team feeling betrayed, and individual team members traumatised. As the change process progressed, it became evident that a thorough analysis of current resources and various dimensions of organisational change had not been carried out (Johnson, Scholes and Whittington, 2005). The management had not prepared a clear plan for launching and executing the change at a local level. The NHS Modernisation Agency Improvement Leaders Guide (DOH, 2004) stresses the importance of taking into consideration the human aspect when planning a change project. Similarly, Walton (1999) argues that change initiatives should be thought through and planned as far as possible taking into account the psychological bonds that staff form with their work groups and their organisation as a whole. It follows then that no precautions had been taken to address resistance to change. Johnson, Scholes and Whittington, (2005) state that there should be a clear communication plan to state how information about the change project will be communicated inside and outside the organisation. The team members were not given an opportunity to challenge and test the change proposal, or clarify what aspects of the change they could or could not influence. (Walton, 1995) Fulop, Protsopsaltis et al, (2004) suggest that change project should be presented as an opportunity to improve the quality of performance and that clinicians should should be involved on a consultative basis. Team members were aware of the consequences of extending the hours of operation without increasing the resources, however, there were no systems in place to communicate these views to the Trust management, a key aspect of the change process. The lack of key stakeholder involvement in the change meant that the management did not have access to the psychiatric liaison teams valuable experience on the immediate and wider implications of cutting down resources. (Henderson, 2002) The team members felt that their concerns about the lack of resources had not been taken seriously, and this inevitably led to a feeling that the Trust did not care about its employees or their views. Strong emotions such as anger and frustration were expressed by the team members. The lack of formal communication channels, meant that the team members took them out on each other. Johnson, Scholes and Whittington, (2005) confirm that at times of change, rumours, gossip and storytelling increases in importance and that team members engage in countercommunication, thus unconsiously spreading distrust, suspicion and negativity which leads to lowered staff morale and job satisfaction. Although the rationale for change was clear to everyone, the change was executed at such short notice that the team members did not have time to develop strategies to deal with it. The NHS Improvement Leaders Guide to Managing the Human Dimension of Change (DOH, 2004) suggests that clinicians go through phases of shock, denial, anger, betrayal, conformance and understanding before they finally develop comitment to the change. The team members were left in a state of shock after the service managers initial announcement of the impending change in July 2004 and then moved into a state of denial. The general opinion was that the management would sooner or later realise that the change could not be executed without increasing the resources and accordingly delayed the change process until more staff would be employed. When there was no indication of this in the weeks that followed, the team members became demotivated. The team failed to move on to the next stages in their reactions to cha nge, and commitment to the change process did not develop. The team leaders task-oriented leadership style did not suit the context of the change process, and partly contributed to its failing. Cameron and Green (2003) suggest that leadership will be most effective when the leaders leadership style, the subordinates preferred leadership style and the requirements of the task fit together. A directive leadership style therefore is ineffective if the subordinates preferred leadership style is democratic, even though the task is well defined within tight parameters. In addition, Hogg and Vaughan (2002) argued that the most effective leaders are those who are able to combine task and socio-emotional leadership styles, and organise team members to work towards achieving goals at the same time promoting harmonious relationships. The new team leader paid no attention to the team culture and failed to communicate to management about the impending issue. Johnson, Scholes and Whittington (2005) suggest that power is a key element in a change process. Power is the ability of individuals to persuade or coerce others into following a course of action. The new team leaders source of power was based on his hierarchal position in the Trust rather than on expertise or knowledge as shown by the previous team leader. The team members did not consider that the new team leader possessed appropriate expertise or personal characteristics. The team leader exercised coercion which was met with resistance by the team and for this reason the team members lacked respect for him. He was seen as an executor of decisions made by the management. The new team leader appeared to be more concerned about a successful completion of the change, was target driven and lacked sensitivity to employees feelings and concerns. The team leader used his positional power in a negative way, filtered information and gave the management a distorted view of how the staff were coping with the change process. The relationship between the team leader and the staff members eventually deteriorated to a point where communication broke down. Two staff members went on a long term sick leave, and two other staff members resigned. Following a meeting with a union representative in March 2005 the team members, including those who had resigned, made a decision to take grievance out against the teamleader. The key issues brought up in the meeting were the way the change had been introduced, poor project management and the team leaders autocratic management style (Walton, 1999). Back to: Essay Examples CONCLUSION In conclusion, lack of stakeholder involvement, poor project planning and the teamleaders unsuitable leadership style lead to the psychiatric liaison team becomimg fragmented, and resistant to change. No systems were put in place to ensure two-way communication with the employees. Lack of communication reduced the staffs commitment to, and ownership of the change, and lead to a lower quality service provision and increased long waits in A E. The poorly managed change process became costly to the Trust due to loss of trained human resources, staff morale and credibility of the management. Similar incidents occurred in other areas of the hospital indicating that the change processes associated with the merger had created organisational wide problems that were indicative of failure at a top management and strategic level. Strategic leadership is a key element of the change process. A successful merger will only be achieved with consistent communication and the establishment of a vision that percolates throughout an organisation as a basis for effective change to realise the stated benefits of all stakeholders. References Brooks, I. 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Department of Health. The Stationery Office DOH (2001) National Service Framework for Mental Health. Department of Health. The Stationery Office. DOH (2002) NHS Leadership Qualities Framework. www.nhsleadershipqualities.nhs.uk Accessed 4 July 2005. DOH (2002) Star Ratings System for Hospital Performance Has Improved Services For Patients. NHS Modernisation Agency. www.dh.gov.uk. Accessed 4 July 2005. DOH (2003) National Programme for IT Announces Further Contracts to Run NHS Care Record Services. www.dh.gov.uk. Accessed 4 July 2005. DOH (2004) NHS Modernisation Agency Improvement Leaders Guide. www.modern.nhs.uk. Accessed 4 July 2005. ESHT. (2000) Safeguarding Hospitals in East Sussex: Consultation Document. www.esht.nhs.uk. Accessed 4 July 2005. ESHT. (2002) Merger of Hastings and Rother NHS Trust and Eastbourne Hospitals NHS Trust. www.esht.nhs.uk. Accessed 4 July 2005. Fulop, N., Protopsaltis, G. King, A. Allen, P. Hutchings, A. and Normand, C. (2002) Process and Impact of Mergers of NHS Trusts: Multicentre Case Study and Management Cost Analysis. British Medical Journal. Volume 325. Fulop, N., Protopsaltis, G. King, A. Allen, P. Hutchings, A. and Normand, C. (2004) Changing Organisations: Study of the context and Processes of Mergers of Healthcare Providers in England. Elsevier Ltd. Garside P. (1999) Evidence Based Mergers? British Medical Journal. Volume 318. Henderson, E. (2002) Communication and Managerial Effectiveness. Nursing Management. Volume 9, 9. Higgs, M. and Rowland, D. (2000) Building Change Leadership Capability: The Quest for Change Competence. Journal of Change Management. Volume 1 Number 2. Heron, J. (1999) The Complete Facilitators Handbook. Kogan Page Limited. Hogg, M. and Vaughan, G. (2002) Social Psychology. Prentice Hall. Iles, V. and Sutherland, K. (2001) Managing Change in the NHS: Organisational Change. NHS Service Delivery and Organisation. Johnson, G., Scholes, K. and Whittington, R. (2005) Exploring Corporate Strategy. Text and Cases. Seventh Edition. Prentice Hall. Marquis, B. L. and Huston, C. J. (2003) Leadership Roles and Management Functions in Nursing. Lippincott, Williams and Wilkins. Miller, D. (2002) Successful Change Leaders: What Makes Them? What Do They Do That Is Different? Journal of Change Management. Volume 2, 4. Mullins, L. J. (2002) Management and Organisational Behaviour. Pitman Publishing. Stock, J. (2002) Case Study: Hastings and Rother NHS Trust. NHS Modernisation Agency. www.modern.nhs.uk. Accessed 4 July 2005. RCP. (2004) Psychiatric Services To Accident And Emergency Departments. Royal College of Psychiatrists Council Report CR118. London. Stroebe, W. and Diehl, M. (1994) Why Groups Are Less Effective Than Their Members: On Productivity Losses In Idea-Generating Groups. European Review of Social Psychology, Volume 5. Studin, I. (1995) Strategic Healthcare Management. Irwin Professional Publishing. Thomas, N. 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Psychology-1 Parenthood Analysis

Raising his only daughter, Patty, to be a perfect human is Nathan Huffner’s goal. He is in denial about his attitude towards raising his daughter; he said that he just wanted Patty to learn more than other kids do but the truth is he wants Patty to be his source of achievement; he is proud that his child is a genius and for that, he feeds his pride. He trained his daughter to be so intelligent, to be not only good at everything but be the best at everything. He taught his daughter things that even some adults can’t do. His daughter never had a chance to complain about the things that was being taught to her because she was so little to understand that her life was not the life of an ordinary little girl. Nathan Huffner concentrated so much about his child’s intellectual learning. He even refused to have another baby because he wanted to concentrate on Patty’s â€Å"above normal† development; because of that, his wife was so disappointed but she can’t show all her anger to her husband that’s why he just displace her disappointment on eating and filling her appetite. He didn’t let his child to enjoy her life as a child. He just fed Patty with knowledge and other complicated things and never let her feel the feeling of what a normal little girl should feel. That made him an authoritarian parent; the one that discourages expressions of disagreement. He has strict standards; he wants Patty to be a perfect human. As a result, Patty was unsociable with other children. She was unfriendly to others. She was withdrawn and was acting and reacting weird to situations that seems normal to other children (an example is the â€Å"thumb magic† of Gil to the children; others had fun with that magic while Patty screamed and ran away. Maybe that’s because of too many scientific facts in her head that made her think that that magic was disgusting. ) Another scene that showed Patty being different from other children was in the party of Kevin; she saw a boy turning around and around, she asked her mother what was the boy doing, that means that Patty was unable to do the things that a normal child experiences, which is doing silly things and enjoying those silly things. Frank Buckman was a permissive father for Larry Buckman. He was ever supportive on his son even though he knows that Larry is involved in some illegal scams for easy and quick money. There was even a point in the movie that Larry had to pay a large amount of money or else he will be killed. Frank was disappointed with Larry but he wants to help him because he loves him so much. He wanted to bail out Larry by using the car that he loved so much for the crime he did. As a result, Larry has a low self control and was dependent to his father. He thinks that it’s alright to do bad things because his father will always be supportive to him. He even had a baby with a show girl in Las Vegas; that shows how low his self control was. Yet, he was an uninvolved parent to his other kids. All his attention was on Larry that he was now emotionally detached to Gil and the others. Although his like that, it was then revealed that he also loved Gil. But instead of showing love, he showed the exact opposite of it. He used reaction formation. Showing love provokes anxiety on Frank because he always saw himself as a tough guy. He didn't like showing a soft side of him. Also, Frank is in denial that he hated Gil because he taught that he had polio but he is covering his feelings towards his son because love provokes anxiety on him. Larry Buckman was concentrated to his illegal schemes for him to get easy and quick money. He had a bi-racial son named Cool; who was the fruit of his affair with a showgirl in Las Vegas. Larry was a negligent parent. He doesn't really care for Cool; as long as the child is fed, his child has a house to stay on; he thinks that his responsibility is done. He had his family take care of Cool because he knows that his father will support him all the way. As a result, Cool became an indifferent kid. He was always inside the house and never got the chance to mingle and play with other kids; that makes him ignorant to the outside world and his cognitive and social development was impeded. He feels unloved and emotionally detached from his own father. There is a part in the movie that Larry and Frank were talking about how to bail out Larry from his gambling addiction, his father mentioned that he will enter a â€Å"gambling anonymous†; which means that Larry is in denial of his addiction in gambling that’s why he should enter in a gambling anonymous. He’s scared of entering the real world. He is scared of getting a job because he may not be good at it. So he was involved in gambling and rationalizes to himself that it was because of what his father has always taught him. Helen is a permissive parent. She was undemanding and was so easy in them. She lacks control on her two children, Garry and Julie. As a result, Garry appears to be a very weird boy. He was quiet and shows very little concern about what her mother says. He has this mysterious paper bag that he keeps in his room. He wants to stay in his room all day and if he goes out, he locks his room and doesn’t want anyone to enter his room. Helen wondered what is inside the paper so he opened Garry’s room to look for the paper bag; finding out that the paper bag was filled with porn movies. Helen showed a little disappointment but later on shows approval and rationalizes that it is normal for Garry to be curious about those things because Garry just entered puberty and he doesn’t have a father to ask about those things. Another effect was shown by her daughter Julie. Julie was a wild and curious girl. Julie wanted to be with his boyfriend, Tod, and ignores her mother’s advice. She left their house and stayed with Tod. They even got married. Eventually, Julie returned home and went back to her mother, which shows how Julie was so dependent on her mother’s company. After all, Helen still agreed to let Julie and Tod stay in her house and already accepts Tod as a part of their family. As shown in the movie, both Julie and Tod expresses unwanted behaviors; these may be a way to repress their memories about the separation of their parents; they focused on other things so that they can forget about that experience that surely affected them. Gil Buckman is another permissive father in this movie. There were so many problems that he encountered in this movie. First, he found out that his eldest son, Kevin, needs to transfer to a special school for special kids and need to undergo therapy. He rationalized that Kevin is just too smart that’s why he seems not so normal compared to other kids. He covered up his anxiety of Kevin being not normal so he believes his own lie that Kevin is just too smart. At first he disapproved to that opinion but eventually, he agreed upon seeing the behavior and reaction of Kevin to different situations (baseball and the lost retainer). Another problem that he encountered was his job because the partnership was given to another person which means that he will be facing a serious financial problem in his family. He was so frustrated and angry so when he went back home, he was arguing with his wife. He displaced his anger to his wife because even though he showed anger to his boss, still he can’t put out all his anger to his boss. Then he found out that his wife, Karen, was pregnant. He was so frustrated about all of these problems but still he agreed on having a birthday party for Kevin. Kevin wanted to have a cowboy character that twists balloons on his birthday. Even though Gil knows that that will be expensive, he still agreed on hiring that cowboy character on Kevin’s birthday. When he found out that the cowboy will not make it to the party, he didn’t want Kevin to be disappointed, so he dressed like a cowboy and performed at the party even though he looks silly. He can’t disagree to his son’s wishes; that proves that he is a permissive parent; even though he knows it will be hard for him, he makes sure that he will not disappoint his children. But his being permissive had a good effect on his children. Kevin’s emotional problem begins to improve. At first he questions his abilities on being a father to his children because of the burdens that he faced but eventually, he was still a good father then.

John Keats when i have fears 2 Essay

John Keats’ poem â€Å"When I have Fears that I may cease to be† is about the poet’s contemplation of his own mortality. When Keats woke one day with blood on his pillow, the doctor in him knew that stain to be the mark of his own undoing by consumption. This poem is one way of dealing with that knowledge by asserting that the things that seem the most important at the moment—poetic fame and love—are really nothing compared to the great wide world. The poet has finally come to accept his place in the grand scheme of things, so the tone shifts from questioning hesitancy to peaceful acquiescence. Lines 1-2 discuss how the poet’s brain is filled with possibility—ideas not yet written down by his pen in mounds of important books—and his fear that he may die before he is able to reach his poetic potential. This idea is compounded by the use of both imagery and alliteration in the first quatrain of the poem. The description of the â€Å"full-ripen’d grain† in line 4 compares his poetic imagination to a grainery; that is, a place chock full of ripe food that will nourish the body the way his poetry will fulfill the mind. His use of repeated sounds in â€Å"glean’d,† â€Å"grave’d,† â€Å"garner,† â€Å"garner,† and â€Å"grain† show just how fertile his imagination can be and raise the question of how tragic it may be if he dies before he has reached his peak. Lines 5-8 continue this contemplation of his poetry by considering the raw materials of his work—â€Å"night’s starr’d face† and â€Å"high romance† in the â€Å"huge cloudy symbols†Ã¢â‚¬â€in other words, Keats is seeing everything that he would render into meaningful poetry given the time, but without that chance, he can only mourn the loss of the possible poem that exists in his mind. He also gives a glimpse as to his view of composing poetry when he claims that â€Å"the magic hand of chance† could aid him in rendering mystical nature into a poem. Keats is using the mystery of nature as a symbol for the mystery of his future poetry, poems that will be lost if he ceases to be before committing them to paper. Lines 9-12 move beyond his poetic potential to consider the possibility of love lost in the event of his untimely death. These lines are halting, a nod to the â€Å"faery power of unreflecting love†; it is almost as though Keats worries more over the loss of his future poetry moreso than any chance at love. Love itself is a sham here, an attempt at happiness that, when compared to the power of harnessing nature, loses any real chance at success. This section is only three and a half lines long, not even a full quatrain, a rhythm that gives the reader a sense of rushing; this is the same quality felt by Keats, and it reinforces the essence of the poem—time is running out. The repetition of the word â€Å"when† also conveys the sense of time passing; with each moment, death approaches. Yet for all of these considerations, Keats realizes in the last two and half lines that the things he seeks the most, Fame and Love, are really nothing when compared to the grand scheme of things. The image of the shore is crucial here; when compared to the ocean, Keats’ personal struggles are meaningless, but beyond that, the shoreline represents a boundary line. Just as Keats fears crossing the lines between life and death, he can come to terms with mortality when he finds himself in another in-between zone. Overall, â€Å"When I have Fears that I may cease to be† is a poem about accepting the limitations placed on one by life and time. Though material gains like fame or spiritual experiences like love may seem like all-encompassing purposes for a life, Keats shows that, upon reflection, these things pale in comparison to the larger issues in the world. Through the clever use of specific words and rhyme schemes, Keats conveys his message using poetic techniques.

Free Weights vs Machines Essay - 660 Words

Free weights and machines both have their pros and cons, the key is to figure out which one is right for you. I will explain some of the pros and cons for both types of equipment. I hope you make a wise decision, because not knowing the difference can cause serious injuries and setbacks in your training. Free weights and machines both have their pros and cons, the key is to figure out which one is right for you. When you enter most gyms today, the first things you usually see are weight stations set up to work each muscle in your body. All you have to do is sit down, and let the machine guide your body through series of particular movements. While the machine provides all the resistance, the only thing you need to do is push or pull.†¦show more content†¦Free weights are good for established workouts and rely more on stabilizer muscles for support. Machines can be good for people rehabilitating from injuries, where as free weights will be able to build the muscle only after the muscle rehabilitates. When working out with machines you can lift heaver weight without a spotter while free weights it is required that, you have a spotter when lifting heavy weights. Most machines are not versatile they offer one exercise for one part of the body, which means having to use multiple machines for a total body workout. While free weights have a lot of versatility because you can work different muscle groups without using multiple machines. The majority of women like to use machines, because of the access and solitude it offers. Whereas men like to use free weights because it gives them a big ego boost, not to mention they like to show off their masculinity. Free weights and machines both have their pros and cons, the key is to figure out which one is right for you. If you are going through rehabilitation stick with machines, they offer more support. If you are a beginner stay with machines until you get stronger and have more experience. If you are an intermediate or advance lifter, free weights will be more suitable for you because it will offer you more versatility in your workouts and you can incorporate more muscle groups at the same time. I hope that these pros and cons were able to help you inShow MoreRelated Free Weights vs. Machines Weights Essay examples1382 Words   |  6 PagesFree Weights vs. Machines Weights People have enjoyed working out for a long time. The going to the gym and working out trend is gaining popularity every year. Right now working out is the rage. Health clubs are getting built and remolded. There is still one question that the average working out Joe wants an answer for. Which is better? Free weights or machine weights? Does it really matter? 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