Critical Response to Martin and Milway’s Editorial Essay Example for Free

Critical Response to Martin and Milway’s Editorial Essay In â€Å"A Productive Labour: The Only Limit to Productivity Growth is Human Ingenuity,† authors Martin and Milway present an argument for increasing productivity as a means of raising Canada’s economic health and living standards. Although Martin and Milway’s editorial on productivity present a piece that is rational and easily understood, its effort to convince that readers of its main argument is encumbered by weaknesses in the authors’ approach and reasoning that lead to more questions being raised than answered in the course of one’s reading. The editorial underlines the importance of improving Canada’s productivity in light of rising prices of manufactured goods and services that accompanied the strengthening of the Canadian dollar in 2001. The main argument put forth is that enhancing productivity is critical in ensuring improvements on the country’s living standards. The authors proceed to support their arguments by presenting two ways by which living standards can be raised, the first by increasing the number of working hours or using up more natural and physical resources for sustained wealth creation, and the second by improving productivity or raising the value created per working hour. After illustrating that the first way is not a viable alternative, the authors then concentrate on convincing the reader why the second way is better by defining the concept of productivity based on efficiency and innovation. The strength of Martin and Milway’s editorial lies in its ability to appeal to the rational side of its readers and their ability to tackle an otherwise complicated subject in simple terms. The authors attempt to defend their arguments by stating facts and carefully defining their subject, that is, productivity. As a result, the readers are compelled to view their argument in consideration of the definition that they present. Unfortunately, several weaknesses in Martin and Milway’s editorial in terms of their approach and in their reasoning reduce the effectivity of their argument. The biggest errors that exist in the editorial are faulty reasoning and the inability of the authors to substantiate their claim. As a consequence, the authors fail to persuade readers that â€Å"productivity is the surest way to raise our living standards. † (par. 4) The editorial was clearly written to convince readers that Canada needs to raise its productivity if it is to continue its economic growth and if it is to raise living standards. On the other hand, the authors fail to present evidence to substantiate this claim aside from the argument that it is the most cost-effective alternative in terms of labour, time, and natural resources. The authors automatically assumed that the readers of the editorial would readily accept that an increase in economic growth follows from an increase in productivity. Likewise, this argument raises several implications: first, that economic growth is not possible without an increased productivity; second, that productivity growth always leads to a raise in the living standards. It is here that the informed audience becomes wary as the authors’ bias shows through in their failure to consider countries with high productivity growth but low living standards. This shows a lack of forethought of the authors in answering the questions that would be inevitably raised by their argument. The main weakness of the editorial is that the authors commit fallacies in reasoning. For one, they are â€Å"begging the question† wherein the reader must already accept the conclusion in order to accept the evidence forwarded (Boyne, et. al. , 69). For instance, the authors enumerate the ways by which productivity can be improved to support their main contention. They state that â€Å"productivity increases in one of two ways: greater efficiency in how we employ labour and capital, or greater value creation per unit of these inputs. †(par. 8) This flow of the discussion reflects an assumption on the part of the authors that their main argument has already been accepted by the readers since discussing the ways by which productivity can be improved does not necessarily support the argument that productivity will improve the country’s economy. This circular reasoning makes the reader feel like the authors are trying to sound logical but cannot support their argument beyond the definition of the subject. Another obvious error in reasoning in the Martin and Milway’s editorial is superstition (Boyne, et. al. , 70) or hasty generalization. The authors attempt to prove the argument that â€Å"Productivity growth also benefits workers and consumers† (par. 14) by stating that â€Å"countries and regions with higher productivity pay higher wages† (par. 14) which assumes that higher wages automatically result from higher productivity. If one is to follow this argument, then it would imply that countries and regions that pay lower wages are not productive or low in productivity. In sum, a critical analysis of the piece reveals that the weaknesses outweigh the positive aspects in Martin and Milway’s editorial. Shortcomings in substantiating the editorial’s central argument with credible evidence as well as the inability to defend their argument in a logical manner renders the entire editorial ineffective in convincing the reader of the importance of improving productivity to improve their lives.

Effect of Knowledge Transfer on Organisational Learning

Effect of Knowledge Transfer on Organisational Learning Acknowledgements I would like to express my thanks and appreciation to my supervisor Dr Zahra Salimi, for her valuable pragmatic advice and outstanding guidance during this research. Im particularly thankful to all my staff for their constant support from frome work viewpoint that has allowed me to complete this research. Many thanks to Papyrus organisation, management and employees who have participate. Finally, I would like to thank my wife Nashmeel who has been extremely supportive and patient during the time of my studies, this is dedicated to her and my boys Ayman, Shkar, and Ahmad. INTRODUCTION: The concept of knowledge management has attracted widespread interest and has been the subject of study from numerous practitioners and researchers over a long period of time. There is strong believes among world business that knowledge management is one of the most important factor for success of organisations, Romer, (1993). Therefore as individuals fail to gain employment within both formal and informal sectors, the idea of having ones own business becomes more competitive and attractive (Aderemi et al.2008). Business leaders and managers within the printing industry for example, face an increasing threat from the growing capabilities of the internet (and its related technologies) and their influence on how traditional business models find an alternative strategy for their business operation. (Andrew,1998) cited in, Cope and Freeman, 2002, p. 183). Managements of organisations are constantly looking for thebest ways to achieve better results and performances. In recent years the n ature and sources of organisational knowledge transfer within international business have received a great deal of interest, mainly due to the huge impact thatknowledge transfers make in anorganisations competitive advantage, thereby knowledge transfer can be the establishment for peoples relation. Roberts, (2000) hence organisational knowledge becomes the main focus of thought for many business practitioners and academic researchers, Harrison (2009). This research serves to explore the process of knowledge management level within Papyrus Design, and to offers recommendations to improve the level of transfer of knowledge between the organisations employees and its affect on organisational learning and performance. The aim of this study however is to concentrate on the adoption and use of knowledge management approaches and how these have contributed to the effectiveness and efficiency of the knowledge management process in establishing different approaches which can be adopted at Papyrus Design. Today the contexts of using Knowledge transfer within an organisation are very important and popular, there are many driving forces behind these popularities and can be explore some of those factors. Firstly, the interest of organisations in the development of knowledge management and learning of employees. Secondly, the requirement for existing methods of learning transfers knowledge to match the need of continuous development of knowledg e management for employees. Thirdly, the need for flexibilitys need in terms of the employees knowledge development process and learning. The Papyrus Design organisation is one of the most dynamic and trendy organisations in the North West of England. Based in Manchester and established 15 years ago, the company have over 35 employees. The main productions company is printing and marketing advertisement, the companys management structure is control management style The control management style is not helpful to learning organisations feature thats necessary to improve organisational learning, there is main manager for all departments and each department have their own manager which are the Design department and the Production department its include finishing and packing sections. Strategic significance of the research: The area to be investigated is the level of transfer knowledge inside the organisation and how this affects organisational learning. The fact that motivated author was in what extent knowledge management system existing within Papyrus Design, This raised the matter of whether the knowledge transfer is already exist but however not been well established and formulated, and to clarify the importance of advantage and opportunity of knowledge transfer among employees inside organisation. And how the organisations can be beneficial from using knowledge transfer system? The investigation outcome of existing knowledge management system within SMEs in North West of England showing that majority of them does not have the knowledge management system. Moreover the results of research presents on the extent to which knowledge management approaches were being used within UK by SMEs. The main finding is that SMEs are generally not aware of how knowledge transfer possibly be create by using of know ledge management system, Koh and Maguire (2004). Learning organisation is an organisation skilful at generating, achieving and transferring knowledge, and adapting its performance to reflect new knowledge such as organisations can transfer knowledge successfully from one part to another and hence they are much more creative and will have a greater chance in surviving than those that do not adapt. Generally an organisation can recognise extraordinary increases in performances during knowledge transfer; however successful knowledge transfer is not easy to achieve. (Argote, et .al, 2000, cited in ,Chauvet , 2003). Organizational learning its a way to the process of developing performance to better knowledge and understanding. (Fiol and Lyles, 1985, p.803) This approach is showing that organisation better with long-term results, Organisational learning is a long-term activity that can create competitive advantages over time and need managements consideration constantly. Every organisation should be able to learn; some of them learn better than others and can survive whilst at the same time are the successful learners, but the ones that do not succeed in learning will, in the end, disappear.(Easterby-Smith,et.al, 2004). The difficulty in knowledge transfer in organisations rise above the individual rank to take in transfer at higher levels of analysis, such as the group, product line, department, or division. For instance, one manufacturing team can learn from other departments on how to better collect a product, or a geographical division may learn a different approach to product aim from its partner in another division. We can measure knowledge transfer by the changes in performance and knowledge. when one sector becomes affected by another in an organisation therefore we can understand that knowledge transfer is happening. The conclusion is, organisation knowledge transfer shows itself by changes in the learning knowledge or performance at the time of units recipient. Furthermore, the strategic importance of this research can help strengthen the PAPYRUS DESIGN in the way of clarify any strength, weakness and opportunities and can suggest recommendation which help new employees learning. By giving attention to those the research objectives were summarised as the following shows: The research aim and objectives:  § To investigate the level of knowledge transfer within Papyrus Design organisation.  § To propose recommendation how knowledge management improve organisational performance Literature Review: Knowledge Management Knowledge management concept been put dawn as most recent development in management study (Easterby-Smith and Lyles 2005).and suggestion by( Hansenal ,1999) that knowledge management always been used by organisations however but not on purpose or systematic approach .Knowledge management during the 1990s becomes very popular by (Nonaka and Takeuchis,1995) Regardless of its popularity there will be still a level of confusion in term of defining knowledge management (Cong and Pandya, 2003; Vera and Grossan, 2005). Three topics been identify within knowledge management study by Scarborough and Swan (2005), literature; performance improvement, , describing managing knowledge as resource strategy and the storage and process of knowledge .Knowledge management been summarise by Vera and Grossan (2005) as â€Å"managed learning† and assumption will result a positive effect on performance , the theories and concept of knowledge management are prescriptive in the matter of what can be doing by organisation in order to manage knowledge. Organisational learning conversely is showing as resource can provide the study and regarding competitive advantage is concerned about the process of the way knowledge is developed, created ,transferred and shared (Argote and Ingram, 2000; Nonaka and Takeuchi, 1995; Pisano, 1994; Szulanski, 1996), the other view about organisational knowledge is partly stored inside peoples as sort of skills, personal ability and experience , and some other parts into the organis ation in the appearance of regulations ,rules and standards (Weick and Roberts 1993). Therefore can provide some definitions for knowledge management as below: Van der Spek and Spijkervet (1997 p43) The explicit control and knowledge management inside organisation meant to reach objectives of the company. OLeary (1998 p34) the proper way of management of knowledge helping creation, reprocess and access of knowledge, using advanced technology properly. Bassi (1999 p424) the creating process, using and capturing knowledge in order to improve organisational performance. Liebowitz and Wilcox (1997 pi) the organisations ability to manage, value, store and distribute knowledge. Cong and Pandya (2003 p27) the organisations ability to use their collective knowledge during knowledge generations process, exploitation and sharing allowed by technology to reach their objectives. its widely recognized that knowledge has two types ; explicit, (in this type knowledge has at minimum been â€Å"captured† and expressed and has perfectly been â€Å"codified†, that is , structured, documented and disseminated) , tacit ( this types of knowledge is living in individuals heads or â€Å"muscle memory† and its possible to be destined to stay there), Lynne ( 2001). Through processing of education, socialization and learning can knowledge to be transferred (Roberts J, 2000). Knowledge transfer in organizations is the process through which one unit (group, department, or section) getting affect by the experience of another. (Argote, L Ingram P, 2000). The establishment and transfer of knowledge within an organisation it has developed crucial factors in an organisations success and competitiveness. It is important to understand what does knowledge transfer mean? (Major and Cordey-Hayes, 2002, p. 422) cited in(Syed-Ikhsan S, Rowland F,2004) suggesting tha t Transfer of knowledge is a transportation of knowledge from one position, individual, ownership, etc, to another one, furthermore, there must be involvement of two or more parties and the ground for foundation and destination same time. Normally when something is transferred, someone benefits from it and someone else will lose as a result. However knowledge which is considered as intangible resources is different from tangible sources, because tangible resources expect the value to be reduced when they are used, therefore when someone transfers their knowledge, they will not lose it. As a result knowledge will grow therefore individual shares the knowledge they have (Syed-Ikhsan and Rowland, 2004). Knowledge transfer is the process during the affectation of one group member by the experience of another group, usually knowledge transfer can show itself during changes of performance or knowledge of the units recipient. Knowledge sometime can showed similar to product something out there, its possible searched out, obtained ,measured ,codified and distributed across the firm , knowledge can also be view as a process, ,rising from within the people but intimately formed by relations with other peoples. However we can see knowledge as dynamic because knowledge changes when peoples interpretation of the world around them changes (Harrison R, 2009). The organization that can transfer successfully production development mad at one organization to another will be more creative than its counterparts who are unsuccessful at knowledge transfer (Goodman Darr, 1996) cited by (Argote L, 2005). Its helpful to look at some of authors view to find out what means to them knowledge management, and why they believes that knowledge cannot be managed? can be began with the â€Å"founding fathers† of the concept, possibly the founding father- Karl Erik Sveiby, in 1990 ,wrote about subject his first book under the title, Kunskapledning in Swedish (Sveiby, 1990). Generally researchers within academic field and teachers not need to be â€Å"stuck with† whatever unsuccessful to resist to rigorous analysis, but its fascinating can see the founders of â€Å"knowledge management† is unhappy with the term However the following are much more individual views: I dont believe knowledge can be managed. Knowledge Management is a poor term, but we are stuck with it, I suppose. Knowledge Focus or Knowledge Creation (Nonaka) are better terms, because they describe a mindset, which sees knowledge as activity not an object. A is a human vision, not a technological one. (Sveiby, 2001. Cited in Wilson, 2002). One of the first one to write about the â€Å"knowledge society† and â€Å" knowledge economy† concept Drucker,(1969) and argue about the idea that knowledge can be managed. Drucker, scoffs at the notion of knowledge management. â€Å"You cant manage knowledge â€Å" he says, 2knowledge is between two ears, and only between two ears† To that extent, Drucker says its really about what individual workers do with the knowledge they have. When employees leave accompany, he says, their knowledge goes with them, no matter how much theyve shared. (Drucker, 1969. Cited in Wilson,2002). Types of Knowledge: Knowledge can be recognized as two types: tacit knowledge and explicit knowledge (Polyani, 1966). Polyani argues that tacit knowledge its something belong to personal but is still stay as a personified when the meeting happen between the people and culture he belong to, (Polanyi,1962, 1966) . the point of Polanys concept about â€Å"tacit† is means â€Å"hidden† tacit knowledge is means hidden knowledge, hidden even from knowers consciousness, this is the grounds Polanyi have the expression â€Å"We know more than we can tell† this expression even used by those they mis-use the concept and they believe this hidden knowledge , unreachable to the consciousness of knower, and in some ways can be captured.( Wilson,2002). Tacit knowledge has two dimensions; first one is technical dimension, which is cover the type of informal personal skills or crafts often referred to as (know-how). Second one is the cognitive dimension; it based of values, beliefs, ideals, schemata, and mental models (James et. al, 1999-2000). Tacit knowledge is where people have the knowledge in their minds; it is very difficult to transfer or share with other people. Tacit knowledge is considered as very personal and strongly rooted from peoples ideas, experiences, values and emotions. The technical part is indicating with specific capability and skill it has been developed (Nonaka and Takeuchi 1995), Tacit knowledge is useful knowledge can be using it to perform a task, and this type of knowledge is used as a method in order to handling whats been concentrate on (Sveiby, 1997, p. 30). Therefore tacit knowledge within business context is: action-oriented, practical, context-linked, experience-based and personal, but the work done by tacit knowledge has to be examined for strength ,quality, and reductions in term of product costs . however , there are many argument within literature see that tacit knowledge is which diced to what degree businesses within global economy and turbulent market will be competitive (Nonaka Takeuchi, 1995; Spender Grant, 1996; Sweeney, 1996; Teece, Pisano, Schuen, 1997). Furthermore tacit knowledge has a personal quality and is hard to take out from the individuals mind thereby making it difficult to transfer and communicate. This type of knowledge is deeply rooted in action, commitment and involvement in a particular context (Nonaka, I. and Takeuchi, H. 1995). Explicit knowledge is codified and can be precisely and properly expressed. It is much more formal and efficient, possible to communicate and easy to transfer. This type of knowledge has been described by individuals and assumed that it isuseful knowledge of individual within the firm. This kind of knowledge is likely more specific and objective, connecting to past activities (Nonaka, I. and Takeuchi, H. 1995). Explicit knowledge is emphasised more, both in literature and practice, therefore this type of knowledge can be passed on across people formally and easily. Cook and Brown (1999) challenging that by knowing tacit and explicit knowledge only are not enough to completely understand the knowledge concept , they see the knowledge idea have to be added to the response what someone really knows. As tacit and explicit knowledge overcomes by individuals, knowing it will be about â€Å"practice† and interconnect with the physical and social world. Mainly knowledge concern with cognitive function such as facts and skills (know what) as more knowledge concern by knowledge of behaviour as action (know how) (Vera and Grossan 2005). The other fact referring to knowledge is practical as it seats more emphasis on individual actually putting knowledge within practice instate of just its transfer, creation and storage. Brown and Duguid (1998). However they suggesting that the core capability of organisations needs the knowledge (know how) to place knowledge (know what) within practice. Cook and Brown (1999) also suggesting put the factors of knowle dge and knowing inside learning perspective by proposing they are learning processes content , that learning is a change within knowledge and knowing, it will result in changes to individuals behaviour and cognition. The use of Knowledge Organisational learnings most important consideration is how the knowledge used Nutley and Davis (2001 p36) they suggesting that present and past management of knowledge is the organisational learnings important part. Organisational learning concerning also about adaptation and building of knowledge (Stonehouse and Pemberton 1999), has been confirmed that one of the most important role about peoples learning is showing the way to organisational knowledge (Pemberton and Stonehouse 2000). Nonaka and Takeuchis (1995) .Knowledge creation model offers an understandable view about the organisational learning impact on knowledge management, clarifying the development of knowledge transfer among peoples, group, inter-organisational levels and organisation. However Alder et al (1999) recommend the role of management is to create best environment for learning that can help individuals and organisations interactions in order to build and share knowledge. This needs from organisations to provide a processes or system available in order to obtain knowledge to change or developing â€Å"the organisations that purposely search for developing organisational learning are most of the time describe as learning organisations† (Nutley and Davies 2001 p36). The concept of learning organisations was seeing as an important element to organisations capability to deal with continuous (Dixon 1994). Despite the growing attention within organizational learning. Those organisations are competent learners are described as â€Å"learning organisations†, Garvin (1993) defined a learning organisation as â€Å" an organisation acquiring, skilled at creating, and transferring knowledge, and at modifying its behavior to reproduce new knowledge and insights . Organisational learning viewed by most scholars as a development, a cognitive enterprise which over time unfolds .but they different on other matters which is more important, there are some they believes that change of behavioural is necessary for learning(Fiol and Lyles 1985), but there are others believe new ways of thinking it will be enough (Huber, 1991), and some others emphasizing that tangible market , the information process systems i.e.,( dissemination and information generation ) as a instrument during which learning should happen (Sinkula, 1994), the others suggests the need for shared organizational visions, share d mental models, and open-minded approaches in order to solve the problem (Senge,1990, 1992) Sinkula J. Baker W. Noordewier T. 1997. Journal of Academy of Marketing Science. Volume Learning Organisations Senge suggesting that learning organisation is the one continually peoples are develop their ability in order to gain the result they actually wish to and learn how to perform and learn together in best way (Senge,1990). This definition is more relaying on culture inside organisations and motivated people to learn. Garvin (1993 p.80) clarifying learning organisation as the one is acquires, creates, and transferring knowledges and adapting its behaviour in order to responses to new knowledge and insights. After this argument can summarised as fallowing:  § There is clear link between organisational learning and knowledge management.  § There is a link between learning process and process of knowledge creation.  § In order to occur organisational learning its require from organisation to develop system and structures that support peoples learning but also encourage the process of social learning and as a result the subsequent creation, capturing and sharing of knowledge.  § The establishing system is needed for organisation to use and store acquired knowledge as a main capability therefore this helps its adaptation, development and change. There are some arguments suggesting that there must be difference be made between organisational learning and individual. Although learning of individuals is important to organisations , simply the organisational learning is not the sum each persons learning .organisation its different than individuals, maintain and develop learning system that not just affect directly their members. However they pass on to others by way of organization histories and norms. (Lawrence Dyer, 1983; Martin, 1982; Mitroff Kilmann, 1976) . Hedberg(1981) suggesting that organisational learning although happens through individuals, organisations dont have brains as a human being , however but they have memories and cognitive systems. as individuals developing their personal habits, personalities, and beliefs over the times , organizations developing ideologies and world views. organizations members come and go, changes leaderships , but the memories of organizations protecting the mental maps, certain behav iours, values and norms over time . Models for Learning Organisations: Argyris (1976) suggested a theory of double loop learning which is appropriate to learn how to change underlying assumptions and values. The main theorys concentration is on problem solving that are ill-structured and complex and which change as problem-solving progress. Argyris and Schon (1978) present models for learning organisations, stand on single and double-loop learning, those types of learning have been used within organisations and recognised as adaptive and generative learning as pointed out by Senge (1990). Single-loop learning occurs when noticing errors and correcting it whilst organisations continue with their current polices and goals. Single-loop learning is the most common form of learning within firms; Senge (1990) describes this type of learning as ‘coping. The theory of Double loop outlined by Argyris Schon (1974) and is based upon (theory of action) perspective , this point of view evaluates from human beings realitys viewpoint as actors. Change in behsvi or, values, leadership and help others. Generally there are four necessary steps in processing of learning action theory:  § Finding of espoused and theory-in-use.  § New meanings invention.  § New actions production.  § Generality of results. Double loop learning involve making any of those steps applying to itself , assumptions underlying current outlooks in double loop learning are hypotheses and questioned about publically testing behavior. The double loop learnings last result should be improving of decision-makings effectiveness and enhanced acceptance of mistakes and failures. Can single-loop learning be compared with becoming affective more at what already youre doing? Whereas double-loop learning is about searching the efficiency of the target. Or in other word (single-loop learning is making things correct, while double-loop learning is making the correct things). Double-loop learning is not just related to ability of pointing and correcting errors, but also in questioning and adapting existing norms. Double-loop learning is capable of changing anorganisations knowledge base, its activities or routines. This type has also been describes by (Senge, 1990) as higher-level learning (or type of learning that can expand the capabilities of an organisation) and strategic learning. Deutero-learning occurs when the organisations are capable in carrying out single-loop and double-loop learning. It is not possible for the first two types of learning to occur if the organisations are not aware that learning should happen; however awareness of ignorance encourages learning (Nevis,1995). There is another matter regarding whats exactly controlling the process and in what extent these types of learning within organisations should occur , the main aims of double-loop learning is to challenge the question and norms, this type of learning if effectively not controlled and managed can lead to disorganisation and disharmony, that will resulting in failure to reach the goals of organisations, generally the organisational learnings key part is to improving performance or efficiency of organisations. as a result double-loop learning then require to happen within limited time , which might change within organisation according to the levels inside organisation . A primary weakness within this model is its concentrating learning of individuals. there is no any explanation or clarifying and to offer how learning of individuals is leads or connected to organisational learning. Majority models or theories of organisational learning are concentrating on the organisations individual activities, which ends to ‘individual action bias (Huysman 1999).these likely over look the playing role by institutional forces, structural conditions ,culture, history and organisational values and norms. Double-loop and Deutero Learning focuses onwhy and how to change the organisation, whereas single-loop learning is looking at the change and accepting it with no questioning underlying assumptions. However single and double-loop learning recognized as focusing too deeply on problem based learning. Another idea of organisational learning being processing constantly is Learning Cycle model. Developing new skills and ability of effectiveness is not dependent on proper training only, but also about taking experience from day to day work. However learning is a continuing process which may be seen as a cycle of ongoing development. It is dependent on our favourite particular stage of this cycle we are relaxing with. We can start learning wherever within the cycle, reliance which way you learn (Dixon N M, 2000). In order for learning to occur one has to complete the cycle; however one must not cross the cycle but go around it. Therefore the learning cycle may apply to both a specific and a general level. There are four process stages that the learning cycle has to present for learning to happen Argyris and Schon (1978): Feeling: Learning from a particular knowledge and relating it to individuals; this can be sensitive to other peoples feeling. Watching: Examining the information before making a decision; should be viewing the situation from different perspectives. Thinking: Making connections between logical experience and ideas, and reacting to how these logical analyses attach and understand with other ideas or different situations. Doing: Capability of making things happen by taking necessary action or influence people as well as taking a risk. The Learning Cycle is attaching in a methodical understanding of learning theory. even though Robert Karplus is in general conceder of this model of instruction as the father , its linked go back to the learning theories development of Piaget. To some extent more models theoretical discussion as below provided in more psychological conditions. Piaget (1964) recognized four main aspects which he thinks applicable to cognitive reasoning abilities development. The factors are: Maturation students must be physically developed and biologically mature and therefore be able of controlling physically inside their environment. Experience students past tangible experience and the capability to remember these experiences are significant for additional development. Piaget draw two kinds of experience: Physical Experience (drawn straight from objects) and Logical- Mathematical Experience (drawn with actions which influence objects). Social Communication students have to have capablility of communicating information through oral language and written . Equilibration for cognitive growth, students should be complete a state of cognitive challenge where their existing the operations of mental are not sufficient. The accommodative development (called equilibration) by which dealing student with this new information will affecting cognitive growth. Knowledge Creation: The significance of organisation knowledge creation in recent years as a corporate resource has created substantial attention. Many views consider knowledge creation as an important aspect of organizational learning. Knowledge creation is an increase development of interactions between tacit and explicit knowledge, the interactions among those types of knowledge will result to the new knowledges creation (James et. al, 1999-2000)The process of knowledge-creating is necessarily context-specific in space, time with others relationships (Nonaka and Toyama, 2003).There are arguments suggest that whilst developing new knowledge by individuals happen the organisation can play an important role in articulating and amplifying that knowledge, therefore the development of theoretical framework can provide an analytical view on the element dimensions of knowledge creation. There are two theories of organisational knowledge creation developed by Nonaka and his colleagues. The first one is episte mological dimension, which is the site of â€Å"social interaction† between tacit and explicit knowledge, and therefore knowledge is transformed from one type to another and new knowledge is produced. The second one is â€Å"ontological† dimension, which describes the way from individual to inter-organizational knowledge through group and organizational levels. However during this process an individuals knowledge is improved and crystallized as an element of the knowledge network of an organisation and this process is described as â€Å"spiral†. Nanaka and Takeuchi (1995) suggest that organizational learning results from a process in which individual (tacit) knowledge is transferred upwardly to the organisational level. This development is considering spiral of knowledge conversion come from tacit to explicit. There are some views which suggest that the explicitness of organisational knowledge creation came from exchanges between tacit and expl Effect of Knowledge Transfer on Organisational Learning Effect of Knowledge Transfer on Organisational Learning Acknowledgements I would like to express my thanks and appreciation to my supervisor Dr Zahra Salimi, for her valuable pragmatic advice and outstanding guidance during this research. Im particularly thankful to all my staff for their constant support from frome work viewpoint that has allowed me to complete this research. Many thanks to Papyrus organisation, management and employees who have participate. Finally, I would like to thank my wife Nashmeel who has been extremely supportive and patient during the time of my studies, this is dedicated to her and my boys Ayman, Shkar, and Ahmad. INTRODUCTION: The concept of knowledge management has attracted widespread interest and has been the subject of study from numerous practitioners and researchers over a long period of time. There is strong believes among world business that knowledge management is one of the most important factor for success of organisations, Romer, (1993). Therefore as individuals fail to gain employment within both formal and informal sectors, the idea of having ones own business becomes more competitive and attractive (Aderemi et al.2008). Business leaders and managers within the printing industry for example, face an increasing threat from the growing capabilities of the internet (and its related technologies) and their influence on how traditional business models find an alternative strategy for their business operation. (Andrew,1998) cited in, Cope and Freeman, 2002, p. 183). Managements of organisations are constantly looking for thebest ways to achieve better results and performances. In recent years the n ature and sources of organisational knowledge transfer within international business have received a great deal of interest, mainly due to the huge impact thatknowledge transfers make in anorganisations competitive advantage, thereby knowledge transfer can be the establishment for peoples relation. Roberts, (2000) hence organisational knowledge becomes the main focus of thought for many business practitioners and academic researchers, Harrison (2009). This research serves to explore the process of knowledge management level within Papyrus Design, and to offers recommendations to improve the level of transfer of knowledge between the organisations employees and its affect on organisational learning and performance. The aim of this study however is to concentrate on the adoption and use of knowledge management approaches and how these have contributed to the effectiveness and efficiency of the knowledge management process in establishing different approaches which can be adopted at Papyrus Design. Today the contexts of using Knowledge transfer within an organisation are very important and popular, there are many driving forces behind these popularities and can be explore some of those factors. Firstly, the interest of organisations in the development of knowledge management and learning of employees. Secondly, the requirement for existing methods of learning transfers knowledge to match the need of continuous development of knowledg e management for employees. Thirdly, the need for flexibilitys need in terms of the employees knowledge development process and learning. The Papyrus Design organisation is one of the most dynamic and trendy organisations in the North West of England. Based in Manchester and established 15 years ago, the company have over 35 employees. The main productions company is printing and marketing advertisement, the companys management structure is control management style The control management style is not helpful to learning organisations feature thats necessary to improve organisational learning, there is main manager for all departments and each department have their own manager which are the Design department and the Production department its include finishing and packing sections. Strategic significance of the research: The area to be investigated is the level of transfer knowledge inside the organisation and how this affects organisational learning. The fact that motivated author was in what extent knowledge management system existing within Papyrus Design, This raised the matter of whether the knowledge transfer is already exist but however not been well established and formulated, and to clarify the importance of advantage and opportunity of knowledge transfer among employees inside organisation. And how the organisations can be beneficial from using knowledge transfer system? The investigation outcome of existing knowledge management system within SMEs in North West of England showing that majority of them does not have the knowledge management system. Moreover the results of research presents on the extent to which knowledge management approaches were being used within UK by SMEs. The main finding is that SMEs are generally not aware of how knowledge transfer possibly be create by using of know ledge management system, Koh and Maguire (2004). Learning organisation is an organisation skilful at generating, achieving and transferring knowledge, and adapting its performance to reflect new knowledge such as organisations can transfer knowledge successfully from one part to another and hence they are much more creative and will have a greater chance in surviving than those that do not adapt. Generally an organisation can recognise extraordinary increases in performances during knowledge transfer; however successful knowledge transfer is not easy to achieve. (Argote, et .al, 2000, cited in ,Chauvet , 2003). Organizational learning its a way to the process of developing performance to better knowledge and understanding. (Fiol and Lyles, 1985, p.803) This approach is showing that organisation better with long-term results, Organisational learning is a long-term activity that can create competitive advantages over time and need managements consideration constantly. Every organisation should be able to learn; some of them learn better than others and can survive whilst at the same time are the successful learners, but the ones that do not succeed in learning will, in the end, disappear.(Easterby-Smith,et.al, 2004). The difficulty in knowledge transfer in organisations rise above the individual rank to take in transfer at higher levels of analysis, such as the group, product line, department, or division. For instance, one manufacturing team can learn from other departments on how to better collect a product, or a geographical division may learn a different approach to product aim from its partner in another division. We can measure knowledge transfer by the changes in performance and knowledge. when one sector becomes affected by another in an organisation therefore we can understand that knowledge transfer is happening. The conclusion is, organisation knowledge transfer shows itself by changes in the learning knowledge or performance at the time of units recipient. Furthermore, the strategic importance of this research can help strengthen the PAPYRUS DESIGN in the way of clarify any strength, weakness and opportunities and can suggest recommendation which help new employees learning. By giving attention to those the research objectives were summarised as the following shows: The research aim and objectives:  § To investigate the level of knowledge transfer within Papyrus Design organisation.  § To propose recommendation how knowledge management improve organisational performance Literature Review: Knowledge Management Knowledge management concept been put dawn as most recent development in management study (Easterby-Smith and Lyles 2005).and suggestion by( Hansenal ,1999) that knowledge management always been used by organisations however but not on purpose or systematic approach .Knowledge management during the 1990s becomes very popular by (Nonaka and Takeuchis,1995) Regardless of its popularity there will be still a level of confusion in term of defining knowledge management (Cong and Pandya, 2003; Vera and Grossan, 2005). Three topics been identify within knowledge management study by Scarborough and Swan (2005), literature; performance improvement, , describing managing knowledge as resource strategy and the storage and process of knowledge .Knowledge management been summarise by Vera and Grossan (2005) as â€Å"managed learning† and assumption will result a positive effect on performance , the theories and concept of knowledge management are prescriptive in the matter of what can be doing by organisation in order to manage knowledge. Organisational learning conversely is showing as resource can provide the study and regarding competitive advantage is concerned about the process of the way knowledge is developed, created ,transferred and shared (Argote and Ingram, 2000; Nonaka and Takeuchi, 1995; Pisano, 1994; Szulanski, 1996), the other view about organisational knowledge is partly stored inside peoples as sort of skills, personal ability and experience , and some other parts into the organis ation in the appearance of regulations ,rules and standards (Weick and Roberts 1993). Therefore can provide some definitions for knowledge management as below: Van der Spek and Spijkervet (1997 p43) The explicit control and knowledge management inside organisation meant to reach objectives of the company. OLeary (1998 p34) the proper way of management of knowledge helping creation, reprocess and access of knowledge, using advanced technology properly. Bassi (1999 p424) the creating process, using and capturing knowledge in order to improve organisational performance. Liebowitz and Wilcox (1997 pi) the organisations ability to manage, value, store and distribute knowledge. Cong and Pandya (2003 p27) the organisations ability to use their collective knowledge during knowledge generations process, exploitation and sharing allowed by technology to reach their objectives. its widely recognized that knowledge has two types ; explicit, (in this type knowledge has at minimum been â€Å"captured† and expressed and has perfectly been â€Å"codified†, that is , structured, documented and disseminated) , tacit ( this types of knowledge is living in individuals heads or â€Å"muscle memory† and its possible to be destined to stay there), Lynne ( 2001). Through processing of education, socialization and learning can knowledge to be transferred (Roberts J, 2000). Knowledge transfer in organizations is the process through which one unit (group, department, or section) getting affect by the experience of another. (Argote, L Ingram P, 2000). The establishment and transfer of knowledge within an organisation it has developed crucial factors in an organisations success and competitiveness. It is important to understand what does knowledge transfer mean? (Major and Cordey-Hayes, 2002, p. 422) cited in(Syed-Ikhsan S, Rowland F,2004) suggesting tha t Transfer of knowledge is a transportation of knowledge from one position, individual, ownership, etc, to another one, furthermore, there must be involvement of two or more parties and the ground for foundation and destination same time. Normally when something is transferred, someone benefits from it and someone else will lose as a result. However knowledge which is considered as intangible resources is different from tangible sources, because tangible resources expect the value to be reduced when they are used, therefore when someone transfers their knowledge, they will not lose it. As a result knowledge will grow therefore individual shares the knowledge they have (Syed-Ikhsan and Rowland, 2004). Knowledge transfer is the process during the affectation of one group member by the experience of another group, usually knowledge transfer can show itself during changes of performance or knowledge of the units recipient. Knowledge sometime can showed similar to product something out there, its possible searched out, obtained ,measured ,codified and distributed across the firm , knowledge can also be view as a process, ,rising from within the people but intimately formed by relations with other peoples. However we can see knowledge as dynamic because knowledge changes when peoples interpretation of the world around them changes (Harrison R, 2009). The organization that can transfer successfully production development mad at one organization to another will be more creative than its counterparts who are unsuccessful at knowledge transfer (Goodman Darr, 1996) cited by (Argote L, 2005). Its helpful to look at some of authors view to find out what means to them knowledge management, and why they believes that knowledge cannot be managed? can be began with the â€Å"founding fathers† of the concept, possibly the founding father- Karl Erik Sveiby, in 1990 ,wrote about subject his first book under the title, Kunskapledning in Swedish (Sveiby, 1990). Generally researchers within academic field and teachers not need to be â€Å"stuck with† whatever unsuccessful to resist to rigorous analysis, but its fascinating can see the founders of â€Å"knowledge management† is unhappy with the term However the following are much more individual views: I dont believe knowledge can be managed. Knowledge Management is a poor term, but we are stuck with it, I suppose. Knowledge Focus or Knowledge Creation (Nonaka) are better terms, because they describe a mindset, which sees knowledge as activity not an object. A is a human vision, not a technological one. (Sveiby, 2001. Cited in Wilson, 2002). One of the first one to write about the â€Å"knowledge society† and â€Å" knowledge economy† concept Drucker,(1969) and argue about the idea that knowledge can be managed. Drucker, scoffs at the notion of knowledge management. â€Å"You cant manage knowledge â€Å" he says, 2knowledge is between two ears, and only between two ears† To that extent, Drucker says its really about what individual workers do with the knowledge they have. When employees leave accompany, he says, their knowledge goes with them, no matter how much theyve shared. (Drucker, 1969. Cited in Wilson,2002). Types of Knowledge: Knowledge can be recognized as two types: tacit knowledge and explicit knowledge (Polyani, 1966). Polyani argues that tacit knowledge its something belong to personal but is still stay as a personified when the meeting happen between the people and culture he belong to, (Polanyi,1962, 1966) . the point of Polanys concept about â€Å"tacit† is means â€Å"hidden† tacit knowledge is means hidden knowledge, hidden even from knowers consciousness, this is the grounds Polanyi have the expression â€Å"We know more than we can tell† this expression even used by those they mis-use the concept and they believe this hidden knowledge , unreachable to the consciousness of knower, and in some ways can be captured.( Wilson,2002). Tacit knowledge has two dimensions; first one is technical dimension, which is cover the type of informal personal skills or crafts often referred to as (know-how). Second one is the cognitive dimension; it based of values, beliefs, ideals, schemata, and mental models (James et. al, 1999-2000). Tacit knowledge is where people have the knowledge in their minds; it is very difficult to transfer or share with other people. Tacit knowledge is considered as very personal and strongly rooted from peoples ideas, experiences, values and emotions. The technical part is indicating with specific capability and skill it has been developed (Nonaka and Takeuchi 1995), Tacit knowledge is useful knowledge can be using it to perform a task, and this type of knowledge is used as a method in order to handling whats been concentrate on (Sveiby, 1997, p. 30). Therefore tacit knowledge within business context is: action-oriented, practical, context-linked, experience-based and personal, but the work done by tacit knowledge has to be examined for strength ,quality, and reductions in term of product costs . however , there are many argument within literature see that tacit knowledge is which diced to what degree businesses within global economy and turbulent market will be competitive (Nonaka Takeuchi, 1995; Spender Grant, 1996; Sweeney, 1996; Teece, Pisano, Schuen, 1997). Furthermore tacit knowledge has a personal quality and is hard to take out from the individuals mind thereby making it difficult to transfer and communicate. This type of knowledge is deeply rooted in action, commitment and involvement in a particular context (Nonaka, I. and Takeuchi, H. 1995). Explicit knowledge is codified and can be precisely and properly expressed. It is much more formal and efficient, possible to communicate and easy to transfer. This type of knowledge has been described by individuals and assumed that it isuseful knowledge of individual within the firm. This kind of knowledge is likely more specific and objective, connecting to past activities (Nonaka, I. and Takeuchi, H. 1995). Explicit knowledge is emphasised more, both in literature and practice, therefore this type of knowledge can be passed on across people formally and easily. Cook and Brown (1999) challenging that by knowing tacit and explicit knowledge only are not enough to completely understand the knowledge concept , they see the knowledge idea have to be added to the response what someone really knows. As tacit and explicit knowledge overcomes by individuals, knowing it will be about â€Å"practice† and interconnect with the physical and social world. Mainly knowledge concern with cognitive function such as facts and skills (know what) as more knowledge concern by knowledge of behaviour as action (know how) (Vera and Grossan 2005). The other fact referring to knowledge is practical as it seats more emphasis on individual actually putting knowledge within practice instate of just its transfer, creation and storage. Brown and Duguid (1998). However they suggesting that the core capability of organisations needs the knowledge (know how) to place knowledge (know what) within practice. Cook and Brown (1999) also suggesting put the factors of knowle dge and knowing inside learning perspective by proposing they are learning processes content , that learning is a change within knowledge and knowing, it will result in changes to individuals behaviour and cognition. The use of Knowledge Organisational learnings most important consideration is how the knowledge used Nutley and Davis (2001 p36) they suggesting that present and past management of knowledge is the organisational learnings important part. Organisational learning concerning also about adaptation and building of knowledge (Stonehouse and Pemberton 1999), has been confirmed that one of the most important role about peoples learning is showing the way to organisational knowledge (Pemberton and Stonehouse 2000). Nonaka and Takeuchis (1995) .Knowledge creation model offers an understandable view about the organisational learning impact on knowledge management, clarifying the development of knowledge transfer among peoples, group, inter-organisational levels and organisation. However Alder et al (1999) recommend the role of management is to create best environment for learning that can help individuals and organisations interactions in order to build and share knowledge. This needs from organisations to provide a processes or system available in order to obtain knowledge to change or developing â€Å"the organisations that purposely search for developing organisational learning are most of the time describe as learning organisations† (Nutley and Davies 2001 p36). The concept of learning organisations was seeing as an important element to organisations capability to deal with continuous (Dixon 1994). Despite the growing attention within organizational learning. Those organisations are competent learners are described as â€Å"learning organisations†, Garvin (1993) defined a learning organisation as â€Å" an organisation acquiring, skilled at creating, and transferring knowledge, and at modifying its behavior to reproduce new knowledge and insights . Organisational learning viewed by most scholars as a development, a cognitive enterprise which over time unfolds .but they different on other matters which is more important, there are some they believes that change of behavioural is necessary for learning(Fiol and Lyles 1985), but there are others believe new ways of thinking it will be enough (Huber, 1991), and some others emphasizing that tangible market , the information process systems i.e.,( dissemination and information generation ) as a instrument during which learning should happen (Sinkula, 1994), the others suggests the need for shared organizational visions, share d mental models, and open-minded approaches in order to solve the problem (Senge,1990, 1992) Sinkula J. Baker W. Noordewier T. 1997. Journal of Academy of Marketing Science. Volume Learning Organisations Senge suggesting that learning organisation is the one continually peoples are develop their ability in order to gain the result they actually wish to and learn how to perform and learn together in best way (Senge,1990). This definition is more relaying on culture inside organisations and motivated people to learn. Garvin (1993 p.80) clarifying learning organisation as the one is acquires, creates, and transferring knowledges and adapting its behaviour in order to responses to new knowledge and insights. After this argument can summarised as fallowing:  § There is clear link between organisational learning and knowledge management.  § There is a link between learning process and process of knowledge creation.  § In order to occur organisational learning its require from organisation to develop system and structures that support peoples learning but also encourage the process of social learning and as a result the subsequent creation, capturing and sharing of knowledge.  § The establishing system is needed for organisation to use and store acquired knowledge as a main capability therefore this helps its adaptation, development and change. There are some arguments suggesting that there must be difference be made between organisational learning and individual. Although learning of individuals is important to organisations , simply the organisational learning is not the sum each persons learning .organisation its different than individuals, maintain and develop learning system that not just affect directly their members. However they pass on to others by way of organization histories and norms. (Lawrence Dyer, 1983; Martin, 1982; Mitroff Kilmann, 1976) . Hedberg(1981) suggesting that organisational learning although happens through individuals, organisations dont have brains as a human being , however but they have memories and cognitive systems. as individuals developing their personal habits, personalities, and beliefs over the times , organizations developing ideologies and world views. organizations members come and go, changes leaderships , but the memories of organizations protecting the mental maps, certain behav iours, values and norms over time . Models for Learning Organisations: Argyris (1976) suggested a theory of double loop learning which is appropriate to learn how to change underlying assumptions and values. The main theorys concentration is on problem solving that are ill-structured and complex and which change as problem-solving progress. Argyris and Schon (1978) present models for learning organisations, stand on single and double-loop learning, those types of learning have been used within organisations and recognised as adaptive and generative learning as pointed out by Senge (1990). Single-loop learning occurs when noticing errors and correcting it whilst organisations continue with their current polices and goals. Single-loop learning is the most common form of learning within firms; Senge (1990) describes this type of learning as ‘coping. The theory of Double loop outlined by Argyris Schon (1974) and is based upon (theory of action) perspective , this point of view evaluates from human beings realitys viewpoint as actors. Change in behsvi or, values, leadership and help others. Generally there are four necessary steps in processing of learning action theory:  § Finding of espoused and theory-in-use.  § New meanings invention.  § New actions production.  § Generality of results. Double loop learning involve making any of those steps applying to itself , assumptions underlying current outlooks in double loop learning are hypotheses and questioned about publically testing behavior. The double loop learnings last result should be improving of decision-makings effectiveness and enhanced acceptance of mistakes and failures. Can single-loop learning be compared with becoming affective more at what already youre doing? Whereas double-loop learning is about searching the efficiency of the target. Or in other word (single-loop learning is making things correct, while double-loop learning is making the correct things). Double-loop learning is not just related to ability of pointing and correcting errors, but also in questioning and adapting existing norms. Double-loop learning is capable of changing anorganisations knowledge base, its activities or routines. This type has also been describes by (Senge, 1990) as higher-level learning (or type of learning that can expand the capabilities of an organisation) and strategic learning. Deutero-learning occurs when the organisations are capable in carrying out single-loop and double-loop learning. It is not possible for the first two types of learning to occur if the organisations are not aware that learning should happen; however awareness of ignorance encourages learning (Nevis,1995). There is another matter regarding whats exactly controlling the process and in what extent these types of learning within organisations should occur , the main aims of double-loop learning is to challenge the question and norms, this type of learning if effectively not controlled and managed can lead to disorganisation and disharmony, that will resulting in failure to reach the goals of organisations, generally the organisational learnings key part is to improving performance or efficiency of organisations. as a result double-loop learning then require to happen within limited time , which might change within organisation according to the levels inside organisation . A primary weakness within this model is its concentrating learning of individuals. there is no any explanation or clarifying and to offer how learning of individuals is leads or connected to organisational learning. Majority models or theories of organisational learning are concentrating on the organisations individual activities, which ends to ‘individual action bias (Huysman 1999).these likely over look the playing role by institutional forces, structural conditions ,culture, history and organisational values and norms. Double-loop and Deutero Learning focuses onwhy and how to change the organisation, whereas single-loop learning is looking at the change and accepting it with no questioning underlying assumptions. However single and double-loop learning recognized as focusing too deeply on problem based learning. Another idea of organisational learning being processing constantly is Learning Cycle model. Developing new skills and ability of effectiveness is not dependent on proper training only, but also about taking experience from day to day work. However learning is a continuing process which may be seen as a cycle of ongoing development. It is dependent on our favourite particular stage of this cycle we are relaxing with. We can start learning wherever within the cycle, reliance which way you learn (Dixon N M, 2000). In order for learning to occur one has to complete the cycle; however one must not cross the cycle but go around it. Therefore the learning cycle may apply to both a specific and a general level. There are four process stages that the learning cycle has to present for learning to happen Argyris and Schon (1978): Feeling: Learning from a particular knowledge and relating it to individuals; this can be sensitive to other peoples feeling. Watching: Examining the information before making a decision; should be viewing the situation from different perspectives. Thinking: Making connections between logical experience and ideas, and reacting to how these logical analyses attach and understand with other ideas or different situations. Doing: Capability of making things happen by taking necessary action or influence people as well as taking a risk. The Learning Cycle is attaching in a methodical understanding of learning theory. even though Robert Karplus is in general conceder of this model of instruction as the father , its linked go back to the learning theories development of Piaget. To some extent more models theoretical discussion as below provided in more psychological conditions. Piaget (1964) recognized four main aspects which he thinks applicable to cognitive reasoning abilities development. The factors are: Maturation students must be physically developed and biologically mature and therefore be able of controlling physically inside their environment. Experience students past tangible experience and the capability to remember these experiences are significant for additional development. Piaget draw two kinds of experience: Physical Experience (drawn straight from objects) and Logical- Mathematical Experience (drawn with actions which influence objects). Social Communication students have to have capablility of communicating information through oral language and written . Equilibration for cognitive growth, students should be complete a state of cognitive challenge where their existing the operations of mental are not sufficient. The accommodative development (called equilibration) by which dealing student with this new information will affecting cognitive growth. Knowledge Creation: The significance of organisation knowledge creation in recent years as a corporate resource has created substantial attention. Many views consider knowledge creation as an important aspect of organizational learning. Knowledge creation is an increase development of interactions between tacit and explicit knowledge, the interactions among those types of knowledge will result to the new knowledges creation (James et. al, 1999-2000)The process of knowledge-creating is necessarily context-specific in space, time with others relationships (Nonaka and Toyama, 2003).There are arguments suggest that whilst developing new knowledge by individuals happen the organisation can play an important role in articulating and amplifying that knowledge, therefore the development of theoretical framework can provide an analytical view on the element dimensions of knowledge creation. There are two theories of organisational knowledge creation developed by Nonaka and his colleagues. The first one is episte mological dimension, which is the site of â€Å"social interaction† between tacit and explicit knowledge, and therefore knowledge is transformed from one type to another and new knowledge is produced. The second one is â€Å"ontological† dimension, which describes the way from individual to inter-organizational knowledge through group and organizational levels. However during this process an individuals knowledge is improved and crystallized as an element of the knowledge network of an organisation and this process is described as â€Å"spiral†. Nanaka and Takeuchi (1995) suggest that organizational learning results from a process in which individual (tacit) knowledge is transferred upwardly to the organisational level. This development is considering spiral of knowledge conversion come from tacit to explicit. There are some views which suggest that the explicitness of organisational knowledge creation came from exchanges between tacit and expl

Including children with autism in early childhood settings

Including children with autism in early childhood settings There is no denial that children with autism can be challenging for early childhood educators. Educators might feel perplexed, frustrated or even hurt in spite of their concerted efforts. This essay sets out to discuss the prevalence of autism in New Zealand/Aotearoa, its manifestation and identification, and some basic strategies for educators to successfully include children with autism in the early childhood settings. What is autism? Autism is short for Autism Spectrum Disorders. Autism New Zealand Inc. (2005) gives the following definition: An Autism Spectrum Disorders is a life-long developmental disability affecting social and communication skills. It is defined by New Mexico Public Education Department [NMPED] (2004) as a neurobehavioral syndrome characterized by onset prior to age 3. Characteristics include severe differences in interaction with other people, communication deficits, as well as restricted and stereotyped patterns of interest and behaviours. (p.8). Due to the different severity and manifestation, autism is used to describe all the diagnosis sharing the common characteristics of autism, including Asperger syndrome (difficulty in understanding non-verbal signal but might with normal language development and cognitive development) (Autism New Zealand Inc., 2005). In Aotearoa, 1 person in 100 has autism, including Asperger syndrome. That is an estimation population of 40,000 people. Boys are more likely to have autism 4 times than girls (Autism New Zealand Inc., 2005). Large-scale survey conducted in United States and England suggests autism affect 4.5 out of 1,000 children. Recent estimation even goes up to as high as  ¼% to  ½% of the population. According to epidemiological survey, the latest figure for people with autism worldwide is 1 in every 150 children and 1 in every 83 boys (Autism-world, 2007). Despite the prevalence of autism, its cause remains much unknown. Current research worldwide has identified biological or neurological differences in the brain for the cause of autism, but has not found the explanation for such differences yet (NMPED, 2004). In some cases, the various conditions affecting the brains such as maternal rubella, tuberous sclerosis and encephalitis cause the autism (Autism New Zealand Inc., 2005). However, it is 100 % certain that autism is not caused by bad parenting, mental illness, or poorly behaved children (NMPED, 2004, p.8), nor family income, lifestyle and educational levels (Massachusetts Department of Education [MDoE], 1998). More and more researches have attested to the effectiveness of intensive early intervention for the children with autism (Dawson Osterling, 1997, cited in Woods Wetherby, 2003). It is indicated by researches worldwide that intervention provided in the first three years are most effective (Harris Handleman, 2000, cited in Woods Weatherby, 2003). As more and more children are attending early childhood services, it is imperative for early childhood educators to identify the early signs for autism in children and refer them to special services for thorough and comprehensive diagnosis (NWPED, 2004). Most children with autism have significant social communication/ language delays (NWPED, 2004). Early childhood educators are to be aware of the following early warning signs in the communication areas: no babbling, pointing or gesturing by 12 months; no single words by 16 months; no 2 word spontaneous phrases by 24 months; no response to name; ANY loss of language or social skills at any age (NWPED, 2004; Woods Wetherby, 2003). It is strongly suggested by a multidisciplinary consensus panel endorsed by the American Academy of Neurology and Child Neurology Society and nine professional organisations (Filipek et al., 1999, cited in Woods Wetherby, 2003) that educators resort to immediate further evaluation if they notice any of the mentioned signs in children. Wetherby et al. (2000, cited in Woods Wetherby, 2003)) suggest that parents and professionals need to be conscious especially when children seem to show deficits in joint attention and symbolic communication. Deficits in joint attention means children have difficulties in coordinating attention between people and objects. Signs to look for are identified as below: children have problem in responding to a social partner; children cant shift gaze between people and objects; there is no sharing of affect or emotions with other people; children fail to follow others gaze, point or draw others attention to share experiences. Deficits in symbolic use are characterised by problems in (a) using conventional gestures, (b) understanding and using conventional meanings for words, and (c) using objects functionally and in symbolic play (Woods Wetherby, 2003, p. 181). Children with autism dont use much of conventional gestures, such as waving, showing or pointing as discussed in the deficits of joint attention, nor symbolic gestures like head nodding or miming actions. Instead, idiosyncratic, unconventional or inappropriate behaviours might be detected in them, such as they might be aggressive and throwing tantrums all the time or they might hurt themselves. Children with autism are found to use significantly more syllables with atypical phonation, such as squeals, growls, and yells (Sheinkopf, Mundy, Oller, Steffens, 2000, cited in Woods Wetherby, 2003). For those children with autism who does learn to talk, echolalia that is imitating others speech is often found. Children with autism also show noticeable deficits in make-believe and functional play (Woods Wetherby, 2003). It should be noted children with autism are characterised by a constellation of the above mentioned symptoms: impairments in social and communication skills, limited or lack of joint attention and symbol use. Due to the different developmental ability of each child, the symptoms or diagnostic features might be different from one another. Most importantly, these signs are only significant indicators rather than the decisive factor for the diagnosis (Woods Wetherby, 2003; NWPED, 2004). By now, there is no medical test to diagnose autism, but referral should be made to a paediatrician, a child development service, or specialised early intervention service provider (Ministries of Health and Education, 2008) by the concerned educators after gaining parental consent (New Zealand Tertiary College, 2010). To successfully engage children with autism in early childhood settings, it is pivotal for educators to acknowledge their rights to be included in a supportive environment where they can grow and learn side by side with their peers (Vakil, Welton, OConnor, Kline, 2009, p.322). On the legislation and policy level, Education Act 1989 and Human Rights Act 1993 mandate equal rights for all children with diverse needs, and make it unlawful to discriminate or treat unfairly the children with diverse needs because of their varied needs. In the early childhood sector, it is clearly expressed and stressed in the curriculum framework Te WhÄ riki (Ministry of Education [MoE], 1996) and Quality in Action: Implementing the Revised Statement of Desirable Objectives and Practices (MoE, 1998) that there should be equal learning opportunities for all children irrespective of their ability. In 2000, New Zealand government developed Special Education 2000 to advocate inclusion of children with diverse needs and increasing opportunities for them in the early childhood and school sector (NZTC, 2010). On the personal level, it is the educators responsibility to meet different childrens varied needs when choosing to work with children. To successfully include children with autism begins with educators commitments to inclusion. Children with autism deserve and have the same right as every other child to be included in the early childhood settings. When acknowledging children with autisms rights to be included in the early childhood settings, it is also essential to recognise the challenges and difficulties faced by the educators. Some basic strategies are suggested here to help educators to successfully engage children with autism in their centres. First and foremost, it is crucial for educators to learn about autism and how it affects the childrens thinking, behaviour and learning (Mells, 2002). Children with autism think differently from most of other children. Due to limited comprehension skills, they might find it hard to adjust to changes of environment or activity as they cant predict what might happen next. To enable children with autism to cope with change, educators can devise a set of rules about how things happen focusing on a piece of detail information rather than focusing on the bigger picture (Mells, 2002). Children with autism have greater skills in visual processing than auditory (Friend, 2008, cited in Vakil et al., 2009). Educators can better inform and support them with visual cues (Ganz Flores, 2010). Different children with autism have different intolerable things, or even different intolerable levels to the same thing. Some of them might be highly sensitive to the scrap sound of the chair or the smell of lunch box. It is pivotal for educators to follow childrens leads, get to know them in person and tune in to their individual needs. Educators can find out more about the children with autism referring to the books, relevant guidelines, and websites. It is also wise practice to talk to family and carer who already know a great deal about the individual childs preferences (Mells, 2002; NMPED, 2004). Working in teams and parental involvement are fundamental to the success of the inclusion. Educators need to work in teams with anyone who contribute to the childs programme, such as family/whanau, specialist teachers, specialist service providers (e.g. MoE/GSE staff, special needs specialists), speech-language therapist, occupational therapist, physiotherapist and the teacher aide to share each others expertise and apply consistent strategies for the childs best benefit. The Individual Educational Plan meeting is a great resource for educators. During the meetings, educators can have access to the other specialists information about the individual child and helpful strategies to interact with him/her successfully. Educators can also express his/her concerns and get them sorted out within the team. Meanwhile, educators can share how the child is doing in the early childhood setting to facilitate decision-making within the team (Moltzen, 2005). Another essential element in the success ful inclusion is to work in collaboration with parents/ caregivers, and whanau. It is highly stressed by Mells (2002), Fraser (2005) and Vakil et al., (2009) the importance of parental involvement for the best outcomes of the child. To work in collaboration with parents and family/whanau, educators are to understand and respect their feelings, and to value their voices and choices. Parents go through a range of emotions when they learn about the childs special needs: shock, denial, anger, sadness, detachment, reorganisation and adaptation (Fraser, 2005, p.134). It is important to acknowledge and show understandings to their feelings. Collaboration with parents enables mutual exchange of support and information about the child between educators and parents (Fraser, 2005). Vakil et al., (2009) indicate that educators need to apply family-centred practices: familys concerns, preferences should be valued and attended to; familys involvement should be secured and actively seek to. When interacting with children with autism, it is advocated that educators apply evidence- based practices and developmentally appropriate practices (Vakil et. al., 2009). Evidence-based practices are practices that have been attested by research and can better inform educators what to do to achieve desired outcomes, such as Universal Design for Learning, informal and formal assessments relating to learning, differentiated instruction, and direct explicit instruction (Dunst, Trivett, Cutspec, 2002, cited in Vakil et al., 2009). To successfully engage children with autism, educators need to provide accommodation and modifications, merging special education and general practices to adjust to their needs. It is also vital to apply developmental appropriate practices to make the children feel accepted, cared for, and supported. Children with autism are characterised by triad of impairment in ability to communicate, socialise and think or imagine (Mells, 2002). Irrespective of their ability, children with autism deserve the same right to be included in the early childhood setting with the educators support. Educators need to be aware of the early signs and symptoms, and refer them to relevant services for a thorough and comprehensive diagnosis after discussing the concern with parents. To successfully include children with autism, educators need to commit to inclusive teaching, work in collaboration with other professionals, parents and whanau. Most importantly, educators need to learn about the child in person, and to proactively learn more about effective practice to include the child referring to relevant helpful resources on the ongoing basis.

Existentialism in Kafkas Metamorphosis :: Metamorphosis essays

Existentialism in Kafka's Metamorphosis      Ã‚  Ã‚  Ã‚  Ã‚   The book Metamorphosis, written by Franz Kafka, is based on the views of existentialism.   One of these main views is alienation or estrangement which is demonstrated by Gregor's relationship with his family, his social life, and the way he lives his life after the metamorphosis.      Ã‚  Ã‚  Ã‚  Ã‚   Although Gregor doesn't realize it, the relationship between him and his family is not good. Gregor is taking over his father's responsibilities leaving nothing for Gregor's father to be responsible for. At the same time, Gregor is making plans to send his sister to a good school, but he fails to discuss this idea with her.   To make things worse, Gregor even goes as far as to lock his own bedroom doors at night. He thinks that his family is content with what he is doing, but the only thing that Gregor accomplishes is to alienate himself from his family.      Ã‚  Ã‚  Ã‚  Ã‚   Not only is Gregor alienating himself from his family, but he is also alienating himself from society.   Gregor goes on many trips for his job, and instead of going out to meet people, he stays at the motel and does nothing. For this reason Gregor doesn't have a friend or a girlfriend that he can find support in.   He follows the same routine everyday of his life and fails to look ahead into the future.   By secluding himself like this, Gregor's life becomes like the life of a cockroach.   It is for this reason that he transforms into this creature.      Ã‚  Ã‚  Ã‚  Ã‚   Gregor's life as a cockroach is no different than his life as a human. Whenever Gregor tries to communicate with someone, the only thing that comes out of his mouth are cockroach noises that scare his family, and his appearance causes his family to not want be around him. His sister tries to take care of him, but eventually she becomes weary of this never ending task and forgets about him. Gregor is once again alienated from his

Poverty in Nigeria Essay -- Poverty Essays

Poverty in Nigeria Nigeria is one of the leading oil producing countries in the world. It makes billions of dollars annually, yet the majority of the population lives in poverty. With around 70% of its people living with this problem it is also one of the poorest countries in the world ( Nigeria 's economy dominated by oil ). One of the major contributors to this problem is government. Because the country is well known for its lack of leadership the money made through oil trade is kept by rich benefactors, and the poor are left with nothing. Another major problem that is increasing poverty is Nigeria's population. The amount of people being born is far exceeding the amount of jobs available for them. Due to these two factors the level of poor people living in Nigeria today is staggering. The gap between the rich and the poor is so large that there is almost no inclination of a middle class at all ( Thomas ). If Nigeria wants to get rid of this gap then both the government and the increase in population growth will have to be dealt with. Government is one of the major issues in Nigeria today. Continually corrupted and constantly unstable it accounts for the majority of the problems relating to poverty in the country. With major amounts of money coming in from oil export it would seem logical that the population would see some of the profits, but they don't. Rich benefactors who lead the country take the profits and gain income for themselves. In return they leave costs for improving community life up to the people to deal with. Because of this aid to the public is limited. Health care is non existent, village improvements are unheard of, and the cost for food and other essential materials are increasing. These issues then ... ...r issue that needs to be changed is the population growth in the country. Because of the lack of available jobs, and the amount of people who need work, there are beginning to be conflicts and deaths as a result. Nigeria is a country with mass potential, but nothing is being done to take advantage of it. The country needs many things to establish this gain, but the first step would be a major change in the way the country is ran. If it doesn't change this then the potential that it does have will vanish and the ability to maintain the country will be gone. Citations: Nigeria 's economy dominated by oil . 16 Jan. 2002 . BBC news. 22 Apr. 2005 . Doyle , Mark . Poverty behind Nigeria 's violence . 19 May. 2004. BBC news. 22 Apr. 2005 . Thomas, Saji; Canagarajah ,Sudharshan. Poverty in a wealthy economy: the case of Nigeria . 2002. Eldis. 22 Apr. 2005 . Poverty in Nigeria Essay -- Poverty Essays Poverty in Nigeria Nigeria is one of the leading oil producing countries in the world. It makes billions of dollars annually, yet the majority of the population lives in poverty. With around 70% of its people living with this problem it is also one of the poorest countries in the world ( Nigeria 's economy dominated by oil ). One of the major contributors to this problem is government. Because the country is well known for its lack of leadership the money made through oil trade is kept by rich benefactors, and the poor are left with nothing. Another major problem that is increasing poverty is Nigeria's population. The amount of people being born is far exceeding the amount of jobs available for them. Due to these two factors the level of poor people living in Nigeria today is staggering. The gap between the rich and the poor is so large that there is almost no inclination of a middle class at all ( Thomas ). If Nigeria wants to get rid of this gap then both the government and the increase in population growth will have to be dealt with. Government is one of the major issues in Nigeria today. Continually corrupted and constantly unstable it accounts for the majority of the problems relating to poverty in the country. With major amounts of money coming in from oil export it would seem logical that the population would see some of the profits, but they don't. Rich benefactors who lead the country take the profits and gain income for themselves. In return they leave costs for improving community life up to the people to deal with. Because of this aid to the public is limited. Health care is non existent, village improvements are unheard of, and the cost for food and other essential materials are increasing. These issues then ... ...r issue that needs to be changed is the population growth in the country. Because of the lack of available jobs, and the amount of people who need work, there are beginning to be conflicts and deaths as a result. Nigeria is a country with mass potential, but nothing is being done to take advantage of it. The country needs many things to establish this gain, but the first step would be a major change in the way the country is ran. If it doesn't change this then the potential that it does have will vanish and the ability to maintain the country will be gone. Citations: Nigeria 's economy dominated by oil . 16 Jan. 2002 . BBC news. 22 Apr. 2005 . Doyle , Mark . Poverty behind Nigeria 's violence . 19 May. 2004. BBC news. 22 Apr. 2005 . Thomas, Saji; Canagarajah ,Sudharshan. Poverty in a wealthy economy: the case of Nigeria . 2002. Eldis. 22 Apr. 2005 .

Abraham & God Essay

Abraham is truly an exceptional man who completely surrendered his life to God’s will. However, while Abraham was a man of faith, he remained a man with flaws, asking God questions that implied confusions about the will of God and God’s omnipotence. For example, he laughed when God promised him that he will have offspring even in his old age. He also lied about Sarah being his wife for fear that he will be killed because of her and not trusting God will protect him. The greatest test, however, was when God asked him to sacrifice his only son. Abraham was willing to sacrifice Isaac to prove his love of God, and this should not be a question regarding his faith. But what of God who made a covenant with him stating the He will make a great nation out of Isaac? There is no doubt that God was testing Abraham. But what if Abraham had refused to sacrifice his son? Would that change what God had promised to Abraham regarding Isaac? This, to me, is a disturbing question regarding God’s purpose, and it is not an appealing image of God reconsidering His promise when His subject failed His test. See more:  Capital budgeting essay On the other hand, if Abraham was doing the sacrifice out of faith, then he would already know that God would not let the boy get any harm. How would God then fulfill his promise if Isaac was sacrificed? Knowing this, it would not be God who is really testing Abraham but the other way around. The story of God’s covenant to Abraham and God’s test to him, to me, does not really establish the faith of the religion but poses contradictions to divine purpose and the faith of the people. Credit #6 Jews and Christians look at the Messianic Prophecies on different context, hence while the other promote Jesus to be the messiah, the other reject him as such. Examining these contexts would allow us to understand why Jesus is accepted to be the messiah or not. The Jews believed the messiah to be human—not a god or a demigod. That the early Christians claim that Jesus was the Son of God and indeed a God himself made most of the Jews not accept him as the messiah. The Jews believe in only one God, hence the introduction of another, and a mere man claiming to be God, is seen as a heresy to the Jewish faith. The Jews believe that the messiah will unite all the Jews back to the land of Israel, reign in a time of world peace, and would be a great military leader. Jesus fulfilled none of these. However, the Christians believe that these prophesies will be fulfilled in Jesus’ second coming. On the other hand, the Jews believe that the prophecies will be fulfilled immediately and that there is no concept of a second coming. Hence, the Jews reject the idea of the second coming of Jesus. Other Messianic Prophecies have been justified by Christians to have been fulfilled by Jesus. The evangelists claim that, through Joseph the carpenter, Jesus was descended from the line of David, of which the messiah is said to come from. However, this claim is contradicted with the Christian doctrine of the virgin birth from which, strictly speaking, Jesus could not have been a direct descendant of David. The Christians also believe that Jesus have restored the temple, which they believe to refer to Jesus’ body, by his resurrection. On the other hand, the Jews believe that the messiah will be a strict observant of the Torah, which by all means and according to the accounts of the New Testament Jesus was not. Having said these, it is also important to note that the early Christians, as well as Jesus himself, were Jews. Accepting the teachings of the Apostles and disciples of Jesus depends on how one looks on messianic context. The fact that some Jews have accepted Jesus as their messiah while others clearly regarded him as a heretic and a threat to the Jewish faith proves this point. Jesus’ challenge to the Jewish law earned the right of the elders to suppress the sect that is slowly emerging. Considering however that Jesus lived an extraordinary life, with teachings of peace instead of being a war-like messiah, deserves credit for the Christian faith. Credit #7 Monasticism throughout the world shares a similar purpose—the renouncement of worldly pursuit in search for spiritual growth. Images of gods and holy men are usually present in monasteries. The Greek Orthodox Christianity justified the use of these images as â€Å"windows† to heaven. It is not these images that they praise, but those of which they represent, which are unseen. It is explained that the human body is comprised by two elements—the physical and the spirit—and that the physical part needs to see some representation of the divine and that the images are merely tools to help them in their journey. Monks practice strict compliance to the teachings of their religion, isolated from the city life, spending most of the day in prayer. Monks also have assigned chores they must perform. They were also expected to forget the physical element of their body for a while—getting sufficient for the body to have its strength needed for daily tasks, no shower, no shaving. There is limited conversation between monks—they spend each day in silence and contemplation and prayer. Furthermore, monks are taught to pray from the heart. One could only wonder whether these prayers are repeated, as if being recited. Whether or not this is the case, monks believe truly in their heart that they have found their peace and satisfaction apart from the calling of worldly desires.

Book Review: The Immortal Life of Henrietta Lacks Essay

Just imagine part of your body being taken away from you†¦scary right? That is exactly what happened to Henrietta Lacks. The Immortal Life of Henrietta Lacks by Rebecca Skloot explains who Henrietta was, where she came from, the events that put her in the hospital and eventually killed her, and the legacy she has left in the world of science. Henrietta Lacks was born Loretta Pleasant in Roanoke, Virginia on August 1, 1920. No one knows how she became Henrietta. Her mother, Eliza Lacks Pleasant, died while giving birth. Henrietta’s father, Johnny Pleasant, did not have the patience to raise ten children, so he took them all to live in Clover, Virginia. Henrietta lived with her grandfather and her cousin, David Lacks. Henrietta and David had shared a bedroom since she was four, so it was not a surprise when they started having children together. Henrietta had five children in all: Lawrence, Elsie, Sonny, Deborah, Joe (who later changed his name to Zakariyya). A week before learning she was pregnant with Joe, Henrietta had told some of her cousins that she had a knot inside her. About five months after giving birth she finally went to her doctor. The doctor told her she had better go to the John Hopkins gynecology clinic. Howard Jones said he had seen easily a thousand cervical cancer lesions, but he had never seen anything like what was inside Henrietta. Dr. Jones cut a small sample and sent it to the pathology lab where Mary Kubicek handled the now famous cells. She labeled the culture â€Å"HeLa† for Henrietta and Lacks and then carried them to an incubator room. Four days later, George Gey, the leader of the lab, noticed the cells were growing with mythological intensity and doubled their numbers every twenty-four hours. George Gey told a few of his closest colleges about the magnificent find and gave them some cultures of the â€Å"immortal cells.† Henrietta never knew that her cells had been extracted and placed in labs. She just went on living her life. By September 1951, Henrietta’s body was overtaken with tumors. They had grown on her diaphragm, bladder, and liver. They had blocked her intestines and made her stomach swell. Henrietta knew she would die soon, and she did on October 4, 1951. Henrietta’s family did not find out about her cells being in almost every lab until 1973. Lawrence’s wife, Bobbette, found that her mother-in-law’s cells were taken from a friend’s brother who had recently conducted an experiment with them. Lawrence called Hopkins, but they said that there was no record of patient by the name of Henrietta Lacks. Lawrence, Sonny, Deborah, and Zakariyya tried to avoid all reporters after that. Deborah especially had trouble with what little knowledge she had about her mother’s cells. She constantly had panic attacks and got hives when talking about her mother. One reporter, Rebecca Skloot, continuously asked Deborah to talk, and eventually she gave in. Deborah and Skloot spent a lot of time together after that. They went to the â€Å"home-house† where Henrietta grew up. Rebecca took Deborah and Zakariyya to meet with a lab technician to learn more about their mother’s cells. That was the first time Zakariyya talked openly about his mother and did not get enraged. Rebecca Skloot had promised Deborah two things: to see her mother’s cells and figure out what happened to Henrietta’s sister, Elsie. Rebecca and Deborah went on a road trip to find out any information they could about Elsie. Elsie had been admitted to the Hospital for the Negro Insane because she had epilepsy and was classified as mentally retarded. Rebecca and Deborah had become good friends while they were investigating for information about Henrietta. Rebecca was devastated when she learned Deborah passed away. The author’s purpose in writing this book was to in inform and explain from whom the world famous HeLa cells originated from. Rebecca Skloot stated in the book that when she first heard of the HeLa cells, she was obsessed with them. She intended the book to be seen and read by everyone interested in science. Skloot wrote at times very formally and sometimes very informally. She wanted to capture how Henrietta and her family really communicated. This book really made me start to think. In the wonderful world of science, not always do people actually look behind the blinding facts to see where (or who) the information came from and what lengths it took to gain it. After reading The Immortal Life of Henrietta Lacks I will now think what people had to do to gain the information I’m learning about. I would definitely recommend this book to everyone. I found it very intriguing and it kept my attention. There were a total of twenty seven photographs in The Immortal Life of Henrietta Lacks. Every single photo told a story and helped to explain the written words even more vibrantly. Rebecca Skloot also told stories within the big one. She told about Henrietta’s hard life before she passed away. Skloot explained the facts behind why and how she died. The afterword of the book was very factual and had little to do with Henrietta Lacks. It answers the questions â€Å"Wasn’t it illegal for doctors to take Henrietta’s cells without her knowledge?†and â€Å"Don’t doctors have to tell you when they use your cells in research?†. The answer to both questions is no, and the afterword goes into detail about the medical related laws that have been passed for patient privacy and such. Rebecca Skloot’s final purpose to write The Immortal Life of Henrietta Lacks was, I believe, to tell a story of a woman’s incredible part in science and history, which wasn’t even her choice. Henrietta’s story deserved to be told, and Rebecca Skloot did an amazing job telling us about the incredibly brave and immortal Henrietta Lacks.