Glondys Rodriguez Naturalistic Observation Essay Example for Free

Glondys Rodriguez Naturalistic Observation Essay My observation took place in a park where a birthday party was celebrating. I looked at a girl of 6 years old or so. The girl was wearing a pink blouse and white pants. I think she was Hispanic. She was about 40 inch tall and weighed around 30 pounds. I could hear when her mom called her Diana. Physical Development For her age, she had a perfect physical development because I could see how she ran with other girls of the same age. She was jumping the string, and playing hides and seeks, so I could tell that the girl was healthy and had good physical development. Cognitive development (Piaget’s stages) According to Piaget’s stages Diana is in preoperational stage because for example, she played with her friends building a sturdy house of plants’ leaves acting as if it was a princess castle. Also she used branches of the trees as if they were magic wands, so I realized that Diana is in the section of mental representation (Make-believe-play). Another example that I realized was that Diana’s mother offered a juice, and gave her a choice of a bottle or a glass and she chose the bottle allowed more amount than the glass. Emotional and Social Development (Erikson’s stage) According to Erikson’s stages, Diana is in industry versus inferiority because I noticed that she was all the time in cooperation with the other kids. She developed a sense of competence at useful skills and tasks. To support what I say I have an example. She was dancing all the time with the music she liked. She danced with amazing movements. I noticed she had natural skills and ability to dance. The girls competed to see who danced better. That moment was incredible because I enjoyed what was happening, and I realized the competitiveness that exists between girls and boys at this age. To conclude, I can say Diana has a good self-esteem. I don’t think she felt inferiority at any moment. On the other hand, she looked very safe in all the tasks she developed. Does the child meet the milestones and stages for the physical, cognitive, and social/emotional development? Yes, I think this 6 years old girl meets all the milestones and stages for the physical, cognitive, and social/ emotional development. Is there anything unusual or â€Å"off-development† for this child (deficits as well as giftedness)? There was nothing off-development or unusual for this girl, on the contrary, I think she is very intelligent and talented. My thoughts about observation: I think my observation helped me a lot to understand the normal development in middle childhood and to know we should interact, guide, and support them to achieve the best of their abilities. My opinion about what I observed and the application of the theories of development: In my opinion, Piaget’s cognitive development theories and Erikson’s psychological theories are an excellent guide to help us understand the stages in normal growth and development.

Porter Five Forces Analysis Essay Example for Free

Porter Five Forces Analysis Essay The entrenched position of the Indian market leaders in IT industry like TCS, Infosys, Wipro, CTS, Tech Mahindra; The changing environment demands fresh thinking to gain the cutting edge advantage. This paper attempts to look at the various macro and micro environmental factors operating in the industry using. The model of strategic analysis by Michael Porter, i. e. to analyse the bargaining power of buyers and suppliers, the threat of new entrants, threat of substitutes, intensity of rivalry, impact of technological changes, growth and volatility of the market and the influence of government and regulatory interventions. These variables affecting the industry have been categorised as favourable or adverse depending on the influence on the profitability of the industry. Some strategic initiatives, which can be adopted, to leverage the favorable forces and prevent the adverse ones have been identified. This paper attempts to analyse the various macro and micro environmental factors operating in the industry to provide a basis for devising strategy. IT INDUSTRY OVERVIEW INTRODUCTION India IT industry is one of the world’s successful information technology industries. Measured by the age of many industries, the IT industry in India is still in its infancy. Yet its growth and development has caught the attention of the world so much so that India is now being identified as the major powerhouse for incremental development of computer software. The reason for this attention is not the actual size of the industry but its rapid growth rate over the nineties and subsequent decade. It has grown from US $ 150million (source: NASSCOM) in 1991-92 to US $ 64 billion in year 2008. The industry’s contribution to India’s GDP has grown significantly from 1. % in 1999-2000 to around 5% in FY06, and has been estimated to cross 5. 5% in FY2010. The sector has been growing at an annual rate of 28% per annum since FY01. The Indian IT industry can be mainly categorised into following sectors IT services, IT enabled services and BPO, Research Development, Software Product and Hardware. IT INDUSTRY PERFORMANCE The size of the Indian IT industry, according to NASSCOM, is US$ 64 billion as of year 2008. It has been growing with an annual rate of 28% since 2001. The Indian IT industry can be broadly divided into two markets: domestic market and exports market. The elements of each of the above forces and the extent and /or effect of each element in the context of the IT industry have been analysed and enumerated below. Porter’s framework, however, does not address three important variables variables-Government and Regulatory Interventions, Technological Changes, and Growth and Volatility of Market Demand. These variables have been included in the model proposed by George Day (Day, 1990), which evolved from Porter’s model and have been analysed in this study study. Aparna Parthasarathy –PGXPM 05-Term5 Page 5 Strategic Management – Industry Analysis Assignment 2009 Â  Degree of rivalry denotes the intensity of competition within the industry. As the industry is still in its growth stage, there is enough room for expansion for existing players and new entrants. With the entry of many multinational companies (MNC) are opening their operations in India to leverage the low cost advantage provided by India, has increased the completion ratio (CR) of the industry. Also as there is no huge capital investment required to start a new company, the industry see a very large numbers of small and medium-size companies operating in a niche market. Presence of such large number of players has made the industry as one of the most competitive industry in the market. : High Commoditized Offerings low-cost, little differentiation high industry growth Strong Competitors Few number of large companies Numerous or equally balanced competitors Lack of differentiation or switching costs Capacity augmented in large increments High strategic stakes EXHIBIT: Â  Aparna Parthasarathy –PGXPM 05-Term5 Page 6 Strategic Management – Industry Analysis Assignment 2009 Â  We choose the top 3 IT companies from above pie chart for the analysis. Predicting what will come in an industry that evolves on an almost daily basis is a thankless and almost futile task. Things change at such a rapid rate, and many of the technologies are so fluid, that a shift in direction can occur in weeks rather than months. If we think that todays Internet and e-commerce opportunities are technically advanced, we have not seen anything yet. Not only will the existing uses of the Internet get more and more advanced, but new ways will be found to exploit the opportunities it provides. The delivery of these services will not just be dependant on new formats and programming, but also on the mediums that deliver them. For this to happen, certain changes will need to take place, not just technological, but legal as well. Protection of consumers needs to be examined, as well as

Nissan revival plan was achieved one year ahead of schedule

Nissan revival plan was achieved one year ahead of schedule In 1999 Nissan had been facing great losses for seven of the past eight years which were now resulting in debts. This was mainly caused by the Japanese business custom of keiretsu investments which left little capital for other investments, like innovations in product designs. This lack of design innovation furthermore caused the Nissan brand to weaken as competitors were producing vehicles more stylish and up to date, reflecting customer demands. To foster a turnaround the Nissan president and CEO Yoshikazu Hanawa formed a mutual beneficial strategic alliance (Global Alliance Agreement) with Renault, allowing both companies to expand in new desirable geographic areas. With his experience in turnarounds Carlos Ghosn seemed to be the obvious choice to lead the Nissan turnaround from both the Renault and Nissan point of view. Evaluation The approach was an overall success in meeting the specific and measurable goal of turning the losses into profits not only on time but 6 month prior to the deadline. The Nissan Revival Plan was achieved one year ahead of schedule and succeeded in reducing their purchasing costs by 20 % which meant that they approximately reached the level of Renault. The large emphasis Ghosn placed on the execution also gave him an edge as this phase is much more demanding in terms of communication, meeting objectives on time and budget, potential conflicts with power resources and resistance to change. The respect Ghosn showed for the Japanese culture was vital for the initiatives to succeed, even though I believe it was a mistake for him not to learn about Japan before coming there as it is very easy unintended to insult people from other cultures if you are not familiar with their specific customs, but it also gave him an edge in being open-minded in perceiving the Japanese and Nissan culture. Coming to Japan he only brought three principles of management with him were to be well received and understood by employees: transparency, execution vs. strategy; improving quality and customer satisfaction and reducing costs. Not just anybody could have managed the Nissan turnaround as well as Ghosn did. For instance, A COO from Japan would not have been able to cut back on keiretsu investments. Because of the Japanese business culture to make these kinds of investments and the Japanese emphasis on cooperation and loyalty, it would have been considered to be a sort of betrayal and ultimately would 3 have harmed the Nissan brand even more. Only an outsider with different cultural background could legitimize such a change. The resistance Ghosn eventually faced when ignoring the almost sacred tradition of promoting by education, age and time within the company would likewise have been much more pronounced if the initiative came from a Japanese COO. Resistance to change Ultimately some sort of resistance was inevitable because of the major structural and cultural changes Nissan was facing with Ghosn as COO. People generally do not resist change, per se. but some underlying causes, like lack of understanding, fear of the unknown or fear of an outcome worse than the present situation.1 In this specific case Ghosn went a long way implementing many changes before meeting actual resistance in form of lack of cooperation among employees caused by the elimination of the old promotion system, allowing younger, less experienced employees to be promoted based on their skills and achievements. This resistance was clearly caused by fear of the unknown and fear of loosing/not gaining status by promotions. Resistance is generally a very important form of feedback and Ghosn chose to view the resistance as an opportunity for experience rather than a limitation.2 1 Dent, E. B. and Goldberg, S. G. (1999). Page 26 2 Ford, J. D. and Ford, L. W. (2009). Page 101 3 Nohria, N., Joyce, W. and Roberson, B.(2003). Page 45 4 Ford, J. D. and Ford, L. W. (2009). Page 100 Ghosn has overcome the actual resistance and prevented potential resistance to the cultural and structural changes in large by clearly communicating all initiatives and objectives to all Nissan employees. Communication had previously been a problem within the company but by creating a matrix structure (combining efficiency and effectiveness) and through consistency between his own actions, thoughts and communication Ghosn was making sure that transparency as well as communication within the organization was improved and afterwards maintained, keeping focus on the strategy.3 Likewise by creating the Cross-Functional Teams, he sought to build engagement and participation and made sure that the employees would have a sense of ownership over the Nissan Revival Plan and motivate communication across departments, stimulate future risk-taking and responsibility as well as regaining confidence in the companys future. Mitigating resistance by involvement and communication are generally very e ffective and will increase employee commitment to execution.4 4 The former lack of accountability and acceptance of responsibility among employees was eliminated by directly assigning responsibility and accountability and encourage people to take risks. This was accomplished in part by monetary rewards and stock options whenever the actions led to increase in operating profits or revenues.5 The previous consensus mentality at Nissan seems to have been: à ¢Ã¢â€š ¬Ã¢â‚¬ ¢If everyone one is responsible then no one is accountable, and nobody gets punished,à ¢Ã¢â€š ¬- which was affecting risk-taking and slowing decision-making processes across the company. 5 Fu, Dean and Millikin, john P. page C553 Organizational culture As mentioned above, the understanding and respect Ghosn expressed for the Japanese Nissan culture and the fact that he communicated his wish to work through this culture were vital for his acceptance within the organization. He made it clear from the very beginning that he too had a personal stake in the outcome and thereby created a sense of cohesion with the employees. His visibility in the organization from day one and the consistency between his communications and actions was a new but welcome change that made him human in the eyes of the employees. This transparency and consistency together with his explicit promise to respect the culture also helped building a sense trust and thereby employee support for most of Ghosns change initiatives. The Nissan president and CEO, Yoshikazu Hanawa, had a positive attitude towards Ghosn and his experience and abilities in turnarounds, since he explicitly asked Renault to send Ghosn to Nissan to lead the changes. But because Ghosn was a foreigner and not accustomed to the Japanese way of doing business, several industrial business analytics expressed scepticism and concern for this arrangement. It is likely that middle-managers and higher-level-managers have been influenced by these critics and therefore had a negative attitude towards Ghosn as COO, but if they did, they did not make much fuss about it. 5 National culture When you consider the differences between Ghosns leadership style and the Japanese (Nissan) way of doing business, it is actually a bit of an achievement that resistance did not arise earlier and more pronounced than it did. The cultural differences between Ghosn, with his experience in working in organizations with strong corporate cultures, and the Nissan organization, with its weak culture traits, were very pronounced and had great potential to cause some trouble along the way, but it takes two to tango, and one of them has to lead. The initiative of putting together Cross-Functional Teams had great potential for meeting resistance in part because of the Japanese tradition of reaching consensus when making decisions. In addition, if every member of a Cross-Functional Team had to make sure, that their respective departments were supporting every suggestion, then the decision-making process would not only have been slowed severely but would have staled. It is also very likely that the employees at Nissan would have resisted the Cross-Functional Team initiatives because of the Japanese culture of loyalty and cooperation within departments but not necessarily across departments (especially not in troubled times) caused by the weak organizational culture. Early on Ghosn became aware that in order to turn Nissan around, he would have to address some of these cultural issues in order to get to root of the problems and meet the overall goal of creating profits. First and foremost, he would have to communicate and make understood the importance of meeting customer wants and needs (included a radical change in the decision-making processe).6 The management would have to create a shared vision (or long-term plan as opposed to their usual sort-term). Management at Nissan was displaying tunnel vision and was focusing on regaining market share instead of increasing margins and product innovation to meet customer demands.7 The emphasis placed on informal contacts and information, complicated knowledge sharing across the organization, as nothing was written or formally communicated, which also slowed decision-making processes. He would have to overcome these cultural obstacles (underlying problems) before addressing the real problems at Nissan. 6 Nohria, N., Joyce, W. and Roberson, B.(2003). Page 46-47 7 Fu, Dean and Millikin, john P. page C549 6 Luck and timing The timing for these changes was absolutely perfect. Had Ghosn and his Cross-Functional Teams tried to implement the same changes a few years earlier, they would most likely have met great resistance and possible failure. But because of the resent bankruptcy of the major financial house, Yamaichi, and the lack of bailout by the Japanese government, the employees at Nissan began to take their situation seriously and this imposed a sense of urgency among the employees. This sense of urgency helped push changes by making the employees more willing to cooperate and implement the proposed changes as well as taking more risks in order to turn the company around. This willingness for taking risks decreased the previous fear of making decisions (especially faulty decisions) which decreased the need for consensus decision-making , which again increased the speed with which decisions was able to be made. This further fostered motivation for innovative proposals for the product line, which had a positive effect on the Nissan competiveness and on consumer satisfaction. In short, the bankruptcy of Yamaichi was a stroke of luck at the exact right time to help kick-start the major changes at Nissan, especially in the minds of the employees. Looking forward In the next few years (2005) Ghosn will have to return to Renault to take over as CEO (his lifelong dream). The right replacement for his job must ensure continuous growth and success, keeping focus on customer needs and increases in profit as well as to nurture the newly accomplished sense of urgency to keep driving employees towards continuous improvements (Nissan 180). A successor should, besides the above mentioned, be able to create a balance between long-term and short-term objectives to ensure that employees do not fall back into old habits.8 Constantly setting short-term objectives, aligning them with long-term objectives will enhance motivation among Nissan employees as they will see their effort and hard work paying of. 8 Griswold, H. M. and Prenovitz, S. C.(1993). Page 5 9 Krackhardt, D. and Hanson, J. R.(1993). I would recommend Ghosn to use the network analysis9 as a tool for helping him making the best possible decision, ensuring that the person he will choose is trustworthy among employees, accountable and responsible, has influential power. The friendship network is always a good place to start, but he should be sure to mad both the communication network and advice network as well. Perhaps there will be an obvious overlap between the three. 7 Conclusion The Nissan turnaround was a great success in that it met measurable objectives and accomplished to overall strategic goal of increasing profits within the schedule. By approaching the Japanese and corporate Nissan culture with an open mind, Ghosn was able to gain the employees trust. His approach to the cultural differences combined with a great stroke of luck, turned the challenge into and opportunity and he was thereby able to meet the overall goal. In facing the fundamental problems within the organization; lack of clear profit orientation, insufficient focus on customers and too much on competitors, lack of a sense of urgency, no shared vision or common long-term plan, lack of cross-functional, cross-border, cross-cultural lines of work, he had to bend the rules of engagement by changing large parts of the Nissan culture. More specifically, based on the recommendations from the Cross-Functional Teams, he implemented some rather radical changes on the Japanese traditions of doing business, in order to help Nissan get back on track. Even though he was hereby violating his prior commitment to be sensitive to the Nissan culture, he did not experience serious resistance in doing so, because it was ultimately Nissan employees suggesting these changes, he was just executing them. In choosing his Successor Ghosn should map the informal networks within the organization, emphasising on trust, accountability and power to create change. 8 List of literature  · Dent, E. B. and Goldberg, S. G. (1999). Challenging resistance to change. Journal of Applied Behavioral Science, 35(1), 25-41.  · Ford, J. D. and Ford, L. W. (2009). à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Decoding resistance to change.à ¢Ã¢â€š ¬- Harvard Business Review, 87(4), 99-103.  · Fu, Dean and Millikin, john P. (2003) à ¢Ã¢â€š ¬Ã¢â‚¬ ¢The Global Leadership of Carlos Ghosn at Nissan,à ¢Ã¢â€š ¬- Thunderbird The American Graduate School of International Management, C546 C556  · Griswold, H. M. and Prenovitz, S. C.(1993).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢How to translate strategy into operational results.à ¢Ã¢â€š ¬- Business Forum, 18(3), 5-9.  · Krackhardt, D. and Hanson, J. R.(1993).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Informal networks: the company behind the chart.à ¢Ã¢â€š ¬- Harvard Business Review, July/August, 104-111.  · Nohria, N., Joyce, W. and Roberson, B.(2003).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢What really works.à ¢Ã¢â€š ¬- Harvard Business Review, 81(7), 42-52.

Folk Heroes versus Modern Role Models :: essays research papers

There are six different qualities of folk heroes. Three are self-sacrifice, the willingness to go on a search for something of value, and someone who is willing to ask for help from others. Therefore, we need to examine our modern role models of today to see if they have any of these qualities of a folk hero. The first quality is that a folk hero must show values of his or her culture. A folk hero must be someone who is a good community member who puts the needs of their community above their own needs. In other words, they must be open to self-sacrifice. However, we don’t really see any celebrities or politicians risking for their teams, peers, neighborhood, or country. There is no one famous in the headlines that show that they have strength and are willing to undergo pain without complaint. There don’t seem to be any role models today who are intelligent. We don’t seem to care about personality. Our societal value seems to focus on money and recognition. Thus, our role models should be those who put others before themselves and show that they care for other people. The second quality of a folk hero is the willingness to leave the familiar in order to quest for something of value. They don’t have to leave their country, but they just need to be open to the unknown, willing to risk it all to attain a worthy goal. They have to be willing to give up money and fame, which is very rare for someone to do in today’s world. In today’s society it seems that only ordinary people are risking their lives and no one hears about them. So, our role models and heroes in the modern world should be those risking their lives for us instead of someone who memorizes lines and then gets paid for it. The third quality is that a folk hero must be willing to seek help from others either from spiritual or physical mentors. They need to be seeking help from those with knowledge, insight, and wisdom. They cannot be full of themselves thinking they can do everything and know everything. This seems to be the only quality that some of our role models have. Some of our celebrities and politicians do have people that they go to for advice.

Essay --

. HSGM 371 Professor Final Paper Vicie Rich November 9, 2013 â€Æ' Table of Contents Title Page 1 Table of Contents 2 Introduction/Identified Problem 3 Literature Review 4 Cost 5 Type chapter title (level 3) 6 â€Æ' Final paper: Identify a work-related topic/issue/problem (or a real-life problem in the treatment of healthcare focusing on access, quality, and/or cost) and write a final paper 6-8 pages, in APA format with a title page, table of contents, introduction, , literature review, discussion, solution/recommendation, conclusion, and reference page (title page, table of contents, and reference page do not count in the 6-8 pages). The outcome is to discuss the pros and cons of that topic and your recommendation of a better solution that will improve healthcare delivery at your institution. Introduction: I would like to examine some of the reasons for the frequent ER hospital readmissions for post-surgery patients within a 30 day period. There has been a high rate of post-surgery patients returning to the emergency room within 30 days after discharge. Identified problem There are several incidents when my sister was seen in the Emergency Room, treated and released and then hospitalized within 30 days after having major surgery. In August 2012, she was diagnosed with a second round of breast cancer and had a mastectomy of the right breast. She had multiple complications (hematoma, elevated blood sugar, and allergic reaction to a medication given in the hospital and infection) with this surgery which required the readmission. I spoke several times to her physician about a longer hospital stay because of her existing illnesses but was told that it was up to the insurance company to approval the additional hospital inpatient da... ...entered Outcomes Research Institute would be the perfect medium to open the eyes of rationers. Republicans and Democrats would both agree that health costs are spiraling out of control. Ultimately, there are only two ways to lower costs. One approach empowers and incentivizes patients to be smarter health care consumers. This entails solutions such as expanding health savings accounts, creating a national market for health insurance, and leveling the tax playing field. These could bend the cost curve down and strengthen the patient-doctor relationship. The administration shunned this approach. My recommendation is that Congress should take a closer look at Medicare, Medicaid and the insurance companies to access what is best for the patient’s recovery post-surgery. They should become more patient-centered, focusing on preventative care and health literacy.

Hearing Hushed Emotions: A Subtle Symphony of Diction in “Peter Quince

Hearing Hushed Emotions: A Subtle Symphony of Diction in â€Å"Peter Quince at the Clavier† â€Å"Music is feeling, then, not sound,† writes Wallace Stevens in his poem â€Å"Peter Quince at the Clavier,† beginning to establish music as the connection between physical and spiritual. Music-related terminology fills the poem, which Stevens composes like a piece of music, with four movements and varying rhythms that echo one another. The rhythms and terminology Stevens employs dually reflect the subjects he writes about, a dynamic that embodies the link between music and emotion in the poem. The language of music develops silent emotions; when hearts quietly jump or stomachs secretly turn, â€Å"a cymbal crashe[s], / and roaring horns.† In this overly-theatrical development of clandestine, unperformed emotions, the poem fashions its unique mixture of mocking and irony with regards to its subjects. In the poem, therefore, music acts as a link between the outwardly physical and the furtively emotional; similarly, the musical diction of the poem w orks as a channel between the subjects, their muted sentiments, and the acoustically ironic message the poem conveys about those subjects and their feelings. In the third stanza of the poem, the speaker comments that â€Å"thinking . . . is music,† which reminds him of the â€Å"strain waked† in the elderly men who eagerly watch young Susanna bathe in her garden in The Book of Susanna in the Apocrypha. Stevens’s use of â€Å"strain,† which means â€Å"physical exertion,† a â€Å"prevailing quality or characteristic,† and a â€Å"passage of musical expression,† initiates the plotting of musically-connotative words in the poem. The trio of connotations forges the link between the emotions of the subjects and the sound ... ...eption of her behavior. In offering a musical voice to Susanna’s hushed emotions, the poem taps out the subtle rhythm of human iniquity that pulses not simply in the ultimate culprits, as in a more traditional, good-guys-versus-bad-guys telling of the story, but also in the ones who receive the â€Å"constant sacrament of praise.† The musical language in the poem thus acts as an equalizer: though each person contributes a different instrumental sound, all people contribute equally to the broader composition, comprised of notes which in many ways sound more similar than cursory listening may suggest. Works Cited Dictionary.com. Lexico Publishing Group. 16 April 2004. . Stevens, Wallace. â€Å"Peter Quince at the Clavier.† An Introduction to Poetry. Eds. Dana Gioia and X.J. Kennedy. 10th ed. San Francisco: Longman, 2002. 526.

An application of Abraham Maslow’s Hierarchy of Needs to Carl Rogers 10 Principles of Learning

An application of Abraham Maslow's Hierarchy of Needs to Carl Rogers 10 Principles of LearningIntroduction The objective of this paper is to explore the relevance of applying Maslow’s hierarchy of needs to the 10 principles of learning put forward by Carl Rogers in ‘Freedom to Learn’ (1969).Rogers was one of the founders of the humanistic approach to psychotherapy and he was also a fervent educationalist. ‘Freedom to Learn’ (Rogers,1969) and ‘Freedom to Learn for the 80’s’ (Rogers,1983) were both a direct challenge to the education system in the United States. His introduction starts: ‘Our education system is, I believe, failing to meet the needs of our society’ (Rogers,1983).He questioned those who were saying ‘We must tell children what is right and wrong, that we must teach and they must follow’ (Rogers,1983). He noted that large and powerful groups were  insisting that students must not read certain books and believed teachers operated in a climate of fear, unable to encourage children to grow to their full potential. The very title ‘Freedom to Learn’ was a statement of discontent with the system.Maslow, in contrast to looking at the educational system, focused on the individual. His theory of human motivation was published towards the end of the World War II (1943). Maslow was heavily influenced by Freud (but did not consider himself a Freudian). In simple terms, Maslow took an optimistic view of life in contrast to Freud’s pessimism.Maslow’s views in many ways mirrored Jung and Adler but again, he did not consider himself a Jungian or an Adlerian. He formed his own theory that all humans are motivated to achieve their true potential providing that their basic psychological needs are met.He took a holistic view of life that the human creature begins as a kind of acorn, with all the characteristics of a fully grown tree inside it. His theory of human motivation became known as Maslow’s hierarchy of needs.In this essay I point out the congruence of the two psychologists’ theories – Maslow’s hierarchy of needs and Rogers’ 10 principles of learning. What is learning?  Ã¢â‚¬ËœHuman beings have a natural potential for learning’ (Rogers first principle,1969). Rogers (1994) puts learning along a continuum, whereby at one end learning is not experiential and there is little or no meaning, with ‘syllables’ quickly forgotten. At the other end, ‘significant, meaningful experiential learning’ occurs. A very simple explanation of the two would be, one can read a book on swimming or, talk to a coach, but until any meaningful experiential work has taken place (i.e. one gets into the water)  learning will not commence.Rogers furthered his argument by saying that the education system had traditionally thought of learning as an orderly type of cognitive, left-brain activity w hich could be measured, ranked and ordered. However in his view, if a student is conditioned or even forced under threat to learn in this way then he may be capable of ‘regurgitating’ knowledge but not necessarily understanding it. Rogers believed that also utilising the right side of the brain was required in order to involve the whole person in the learning process. This would appear to be a more complete understanding of learning.Maslow stated that theory separated from experience and practice could be very dangerous. ‘On the other hand, the practical person who does not understand theory is also handicapped’(Goble,1970). It is clear Maslow supports Rogers view of experiential learning.Our Basic Needs Maslow perceived the human as driven, motivated and propelled by potent forces and called these forces human needs: ‘Human needs arrange themselves in hierarchies of pre-potency, that is to say the appearance of one need usually rests on the prior sat isfaction of another, more pre-potent need. Man is a perpetually wanting animal’ (Maslow,1943). He also added that no need or drive could be treated as if it were isolated or discrete and that every drive was related to the state of satisfaction or dissatisfaction of the other drives.Maslow presented his theory of motivation as a pyramid-like structure covering five levels of need; psychological, safety, love and belonging, esteem and – at the pinnacle – self-actualisation.  The psychological needs are somatic (i.e. they relate to the body not the mind) and as such are not strictly motivated actions. Maslow defines the somatic drives as: air, food, water, sex and secretion. Once the somatic drives are met, motivated drives will follow.Significantly, Maslow was the first to expound the premise that learning can only commence once the psychological needs have been satisfied and that at least part of each stage of learning must be achieved before progressing up t he pyramid.He was particularly concerned that once the basic needs have been met, children need to ‘learn to be responsible for each other, to care for each other, not only for the sake of others but for their own sake’ (Goble,1970).Maslow also believed there was no fast track route to self-actualisation and that learning could slip backwards if circumstances changed. For example, the child when frightened clings to his mother or the child berated by parents for not getting the grades brings fear and insecurity, leaving him to scurry anxiously back down the stairs to relative safety and security.With the above point in mind let us continue our focus on Rogers’ principles and explore where there are similarities in approach. ‘Those learnings which are threatening to the self are more easily perceived and assimilated when external threats are at a minimum’ (Rogers’ fourth principle,1969). Conversely when external threats are present, learning st ops and we seek safety and comfort.Rogers’ example is of a boy with reading difficulties being forced to read aloud in class and then ridiculed by his peers. Another would be the school bully who exploits the weaknesses of their classmates. This stops learning and may even lead to retreat to a lower level of Maslow’s hierarchy where such threats are at a minimum. Life has changed  considerably. Special needs schools and provision within schools for dyslexia and the less able are further examples.‘When threat to the self is low, experience can be perceived in differentiated fashion and learning can proceed’ (Rogers’ fifth principle, 1969). It is this point that also underpinned Rogers humanistic approach to psychotherapy.He, the teacher, facilitator and the therapist must have: regard to the serious and meaningful problem, he must demonstrate congruence, show unconditional positive regard to his client or student and give empathic understanding. Wh ile I have condensed these four significant statements into a single sentence, together, they form part of the foundation stones of Rogers Humanistic and Person-centered approach to learning and understanding.Following these foundation stones has enabled many teachers, managers and therapist alike to help facilitate learning and assist the student or client reach the third level of Maslow’s hierarchy, love and belonging.Maslow stated that love was not to be confused with sex which is a psychological need. He likened Carl Rogers’ definition of love to ‘that of being deeply understood and deeply accepted’ (Goble,1970). He rejected Freud’s tendency to assert that love derived from sex. Maslow also felt the absence of love stifled growth. Crucially both Rogers and Maslow saw love and acceptance as a pivotal point in both learning and the path to self discovery.Humans who reach this stage carry with them an awareness of life. I have introduced Carl Jung (1955) as he described this awareness or imprint as containing: ones collective unconscious, their personal unconscious (which  includes social conditioning) and their ego.It is likely that this presents the most difficult stage in the learning process. ‘Learning which involves a change in self organization in the perception of oneself is threatening and tends to be resisted ’(Rogers’ third principle,1969).There is a whole new genre of ‘self help’ books designed to address this very challenge. A simple example, ‘It is through the pain of confronting and resolving problems that we learn’ (Scott Peck,1983). The writings of Aldous Huxley, Eckhart Toll and Ken Wilber are but a few of the many teachers who’s books have assisted parents, students and clients alike take the next step from love and acceptance to self-esteem along Maslow’s hierarchy.To change ones perception of life is for many the first stage of determining just what ‘self’ represents. Early adulthood is often a time to challenge parents, religious beliefs and much of the social conditioning one has accepted as ‘truth’ for much of one’s life.Once the student/client can believe in him/herself, be willing to break through past conditioning, great discovery and learning is possible.  Ã¢â‚¬ËœSignificant learning takes place when the subject matter is perceived by the student as having relevance for his own purposes†¦and [when] relevant to the goal, learning takes place with great rapidity’ (Rogers’ second principle,1969). Maslow would appear to concur. His concept of the ‘peak experience’, a moment of oneness with self and the universe is a breakthrough moment in the journey. To have such a moment and rush to a higher level of existence is a ‘moment of selfactualisation without the recipient becoming self actualised’ (Maslow,1970). It does provide a key motivator to continue.These peak experiences motivate and provide renewed energy and confidence, ‘Much significant learning is acquired by doing’ (Rogers’ sixth principle,1969). As the student grows, motivated by peak experiences, feeling safe and solving problems are an effective builder of self-esteem.Maslow extended his ideas in later years and found that people have two ‘categories’ of esteem needs; self-esteem and esteem from other people. It was the development of esteem from others which caused concern to Maslow in his later life and its impact upon his hierarchy. Even up to his death in 1970 he was reformulating and refining his opinions of the concept of self-actualisation. He held the view, esteem for many had become the only or most important goal. He believed the individual who allows his desires to distort his perception of self, diminishes his psychological health.This concurred with Rogers’ ninth principle, ‘Independence, creativity a nd self-reliance are all facilitated when self criticism and self-evaluation are basic and evaluation by others is of secondary importance’(1969). Rogers’ eighth principle makes a similar point, ‘Self-initiated learning which involves the whole person of the learner – feelings as well as intellect, is the most lasting and pervasive’ (1969). In the current economic climate, status and esteem from others appears to be the ultimate goal for many. Maslow noted, ‘The commonly seen hatred or resentment of or jealousy of goodness, truth, beauty†¦is largely†¦determined by threat of loss of self-esteem’ (Maslow 1968). As such, self criticism and evaluation by others will be resisted, the very opposite of Rogers’ ninth principle. ‘and evaluation by others is of secondary importance’ (1969).Openness to such higher learning requires responsibility. ‘Learning is facilitated when the student participates responsibl y in the learning process’ (Rogers’ seventh principle,1969). The opinions of Maslow would indicate protection of self-worth, ego and opinion of others to block a willingness to continue learning. At this stage the student/client remains at the level of esteem or may even retreat down the hierarchical stairs for love and comfort.Maslow saw rising above esteem to self actualisation as the most difficult steps to climb. He believed that even if all the lower needs are met, a new discontent and restlessness will follow unless ‘ the individual is doing what he is fitted for†¦ if he is to be ultimately happy’ (Maslow 1943). This statement dovetails perfectly into Rogers’ tenth and last of his principles:- ‘The most socially useful learning in the modern world is the learning of the process of learning, a continuous openness to experience and incorporation into oneself of the process of change’.Conclusion Having applied Maslow’s hi erarchy of needs to Rogers ten principles, I am able to see the obvious synergy, the seamless way that all learning must follow the five stages of needs and the benefit to any education system that using his theory of motivation would bring.Maslow's basic needs could therefore underpin an education syllabus that teaches everyone (rich and poor) that we live on a planet of limited resources for food, water and the energy to provide shelter and warmth.Maslow has always called for freedom to speak, freedom to do what one wishes  as long as no harm is done to others. In his later life Maslow questioned his theory that if the entire human species is growth orientated, why do so many fail to reach their full potential?He concluded that there was an innate human tendency towards inertia, which he explained as being psychological – the need for rest and recovery and to conserve energy. Perhaps he saw an unsustainable world, tired and exhausted, the body scrambling down his hierarch y to a place of safety. I think so. The tired exhausted body retreats, takes shortcuts. Add to this recession, political uncertainty and fear. Ultimately we remove our freedom to learn and indeed our freedom to reach our highest natural potential.A combination of Maslow’s Hierarchy of Needs and Rogers 10 Principles of Learning provide the perfect templates for a 21st century education system. Clear for all who wish to embrace it.