Education Testing Assessment Selection and Development Essay

Education Testing Assessment Selection and Development - Essay Example Students will create a multiple-paragraph response that focuses on the costs and benefits of America's two-party system. They will include a thesis statement at the end of an introductory paragraph, use topic sentences at the beginning of each body paragraph, and offer strong supporting examples and details. These should be structured in a very clear manner so much so that the examiner would not feel that the respondent has confused the ideas together without talking about the central issue. Also, if the response will not be clear as defined above several mark deductions will be made. The student will need to use the third form of speech while writing. The idea that United States ought to have the ancient as well as sturdy two-party system on the sphere is for several, predominantly for foreign bystanders, a mystifying experience. An additional strength of the two party schemes is that disparate to a few countries, individuals are not enforced within a single candidate being located within the office.

International Management Essay Example | Topics and Well Written Essays - 500 words - 5

International Management - Essay Example What is a trade policy? It has been described as a government tool used to encourage or restrict import and export. These tools may be in form of tariffs, quotas and voluntary export restraint. There are also domestic mandatory regulations requiring for adoption to health and safety standards. The domestic mandatory regulations are done to encourage or discourage bringing of goods and services to the domestic economy. Another trading tool to encourage export production done by the government is paying of subsidy of certain products, such as subsidy to farming production. Subsidy to sugar production is common in the United States. Trade policies should also be negotiated in bilateral agreements as this will form part of the nation’s obligations and national policies. Antigua-Barbuda is a small country comprising of 442 square kilometers (171 square miles). For a clear idea of size, it is twice and a half the size of Washington D.C. It has an English speaking population of 74,097, has a workforce of 30,000 working for commerce and service, agriculture and other industry. Unemployment rate as of 2006 is 13%. (US Dept. of State. 2009) This policy has transformed the current level of export and importations of the country. It could be seen from Chart 1 below that exports have increased from US$400m in 2000-01 to US$600m in 2005-06, while the level of imports remain the same for the specified years. Country’s exports to Italy, Germany, Poland and Singapore consist of food, manufacturing, machines and petroleum products. Imported items are food, machines, chemicals and oil coming from China, Germany, Singapore and US. (Economy Watch) 3. Antigua-Barbuda’s trade policy. This part of the study will provide information on the national trade policy, information on agreements, regulations, standards and investment climate of

Bullying speech Essay Example for Free

Bullying speech Essay What does it feel like to wake up in the morning and look forward to a day of teasing and name calling? What does it feel like to be engulfed in a world of negativity? Bullying Unwanted and aggressive behavior among school aged children involving real or perceived power imbalance. Bullying is no man’s best friend and it shouldn’t be. We see it all around us in our daily lives. All across the United States, this form of victimization has become an infamous trend among scholars. About 3 million out of America’s 21 million students are affected by bullying. That is about 1 student in every 7 students! Numerous people have different perspectives on what bullying is. Some think it means physical hurting while others think it is only emotional hurting. All of these are correct due to the fact that there are different ways one can be bullied. Bullying is unwanted and repeated behavior among students which includes Physical, Verbal, Indirect, social Alienation, Intimidation and Cyber Bullying. see more:speeches on bullying Physical bullying is a serious problem it is when one person or a group of people picks on or harasses another person in a face to face confrontational manner. Verbal bullying is the most common form but it is just as bad as the other types. It is when an individual uses verbal language (e.g., insults, teasing, etc.) to gain power over his or her peers. Social Alienation is one type of bullying whereby exclusion is occurring between students due to social differences. The devastating part about this form is that it is not easily recognized as a form of bullying. Intimidation is the acts of making someone feel fearful by using threats. Last but not least, Cyber bullying which happens when kids bully each other through electronic devices. Over 25 percent of adolescents and teens have been bullied repeatedly through their cell phones or the Internet. With the increase in our use of technology, this form of bullying is increasing to higher rates. How can you stop this from happening? How can we put an end to bullying? It’s simple. The best way is NOT ignoring it whenever you see it going on. STEP UP! And be an advocate for your fellow peers that are hurting. Bulling is BAD! And it is up to YOU if you would let it happen when  you see it going on or stop it. experience

Effectiveness of Organizational Development Models

Effectiveness of Organizational Development Models This article shows the effectiveness of Organizational Development models in order with the example. In this article we have discuss the comparison of three OD models mentioning their effectiveness in order with example. The world is passing through the turbulent times. Companies are expanding their business, acquiring new enterprises, and going through significant changes, including outsourcing, downsizing, automation etc. Tomorrows world will be different from todays, calling for new organizational approaches. Organizations will need to be adapting to these changes market conditions and at the same time coping with the need for a renewing rather than reactive workforce. Organizations are never completely stagnant. External forces i.e. Government, Stockholders, Unions, Competitors, Suppliers, and Customers etc continuously affect the activities of the organization. Changing consumer lifestyles and technological breakthroughs all act on the organization to cause it to change. Many of these changes are forced upon the organization, whereas others are generated internally. Because change is occurring so rapidly, there is a need for new ways to manage it. Organizational Development is a relatively recent invention. It started in the late 1950s when behavioral scientists steeped in the lore and technology of group dynamics attempted to apply that knowledge to improve team functioning and intergroup relations in organization. (French and Bell, 1999). Organizational development (OD) is an application of behavioral science to organizational change. It consists of a wide array of theories, processes, and activities, all of which are oriented toward the goal of improving individual organizations. OD focuses on carefully planned approaches to changing or improving organizational structures and processes, in an attempt maximize organizational effectiveness. Background of Study In present era of cut throat competition, globalization, erasing trade barriers, rapid innovation, advancement in new technology, reduction in product life cycle and huge investment requirements to get entry into industry increase the essence of formulating an effective strategy in an organization in order to gain a competitive edge in market place. It is utmost important for each and every organization to be consistently competitive at the market place in order to save organization from entropy and make it possible for organization to constantly grow through application of Organizational Development concepts. Strategy is a comprehensive plan to achieve organizational goals or strategy is a comprehensive master plan stating how the corporation/organization will achieve its mission and objectives. It is not only important for any firm to develop an effective organizational strategy but also proper implementation and control mechanism is very crucial for success. Organization strategy is the one of element among various elements that may require OD interventions if not effective. According to Burke-Litwin model, organization may require first order or second order change or may require both(First order and Second order changes). If OD interventions directed toward structure, systems, and management practice result in first order change, if interventions directed toward mission, strategy, leadership, and organizational culture then result in second order change (French and Bell, Jr, 1999). Companies today are exposed to much more rapid changes than they were decades ago. This development provides the reason to analyze approaches that help to overcome inflexible, conservatively-managed companies and lead change initiatives successfully. (Kotter, 1996). Organizational Development is planned change in an organizational context. The development of models of planned change facilitated the development of OD. Models and theories depict, in words or pictures, the important features of some phenomenon, describe those features as variables, and specify the relationships among the variables. (French and Bell, 1999). Corporate restructuring, strategies, and development models may be based on various factors viz. Human Resource Management, Financial revamping, International competitive market, post merger and acquisition etc. The globalization, commercialization, privatization, and deregulation have changed the whole scenario as such change has become significant factor in business survival. This has brought far-reaching changes in economic structures and patterns of organizations. The OD is getting increasing attention as such it plays a key role in the description of recent developments. The institutions private or public now realize the recent trends and prospects and have started giving priority to OD. These organizations now adapt and act OD at their workplace by redefining its role in promoting efficiency and economic growth. The organizations, particularly those without strong change element are in favor of encouraging the vigorous growth of OD in corporate governance. The organizations the y do not undertake measures to enhance their capabilities through planned change by employing OD risk not just being marginalized but also being completely bypassed in the new global order. The organizations those face severe competition today are completely dependent on behavioral interventions for organization improvement. Conceptual Understanding of the Organizational Development Organizational Development (OD) bridges an organizations need for continuity and its need for growth. It helps the organization change to meet the changing demands of its internal and external environments (Culbert Reisel, 1971). Organizational development is a theory and practice of bringing the planned change to organization. These changes are usually designed to address an organization problem or to help an organization prepare for future. It is the one method of quickly bringing change, which focus on human and social aspects of the organization as a way to improve organizations ability to adapt and solve problems. Organizational development is both a professional field of social action and an area of scientific inquiry. The practice of OD covers a wide spectrum of activities, with seemingly endless variations upon them. Team building with top corporate management, structural change in a municipality, and job enrichment in a manufacturing firm are all examples of OD. (Cummings and Worley, 2005). Different theorists have provided with their own definitions of organizational development. Some definitions are : Source Definition Porras and Robertson (1992) Organizational development is a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members on-the-job behaviors. Cummings and Worley (1993) [OD is] a systematic application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organizations effectiveness. Burke (1994) Organizational development is planned process of change in an organizations culture through the utilization of behavioral science technologies, research, and theory. French and Bell (1999) Organizational development is a long-term effort, led and supported by top management, to improve an organizations visioning, empowerment, learning, and problem-solving processes, through an ongoing, collaborative management of organization culture-with special emphasis on the culture of intact work teams and other team configurations-using the consultant-facilitator role and the theory and technology of applied behavioral science, including action research. The gist of above definitions is summarized below: Culture and processes are the key areas of the OD Specifically, OD encourages collaboration between organization top managers and staff members in managing culture and process. Teams of all kinds are particularly important for accomplishing tasks and are targets for OD activities. OD focuses on the human and social side of the organization and in so doing also intervenes in the technological and structural sides. Participation and involvement in problem solving and decision making by all levels of the organization are hallmarks of OD. OD focuses on total system change and views organizations as complex social system. OD practitioners are facilitators, collaborators, and co-learners with the client system. OD makes the client system effective so that the client systems solves its problem at their own and provide necessary coaching / teaching in order to enhance the knowledge and skill level. OD relies on an action research model with extensive participation by client system members. OD takes a developmental view that seeks the betterment of both individuals and the organization. Attempting to create win-win solutions is standard practice in OD programs. In the 1970s, organization development evolved as separate field that applied the behavioral sciences in a process of planned organization-wide change, with the goal of increasing organization effectiveness. Today the concept has been enlarged to examine how people and groups can change to a learning organization culture in a complex and turbulent environment. Organization development is not a step-by-step procedure to solve a specific problem but a process of fundamental change in the human and social systems of the organization, including organization culture. It is a process in a sense that a process is an identifiable interrelated event moving toward some goal or end. Organization development is a journey, not a destination. It is an unfolding and evolving series of events. Every organization program is unique because every organization has unique problems and opportunities. Yet all organization development programs are identifiable flow of interrelated events moving over time to ward the goals of the organization improvement and individual development. Organization development is an organizational improvement strategy, which is about how people and organization function and how to get them to function better. The field is based on the knowledge from the behavioral science disciplines such as psychology, social psychology, sociology, anthropology, systems theory, organizational behavior, organization theory and management to create trust, open conformation of problems, employee empowerment and participation, knowledge and information sharing, the design of meaningful work, co-operation and co-ordination between groups and full use of human potential. Organizational Development can help groups and individuals improve various aspects of organizational life necessary for success, including culture, values, and systems and behavior. The goal of O.D. is to increase organizational effectiveness and organizational health, through planned interventions in the organizations processes, operations, and behavior. Most often, O.D. services are requested when an organization (or a unit within an organization) is undergoing a process of change. Organizational Development services can assist in having a positive impact on most, if not all, factors that contribute to high performance. These include: Accountability Team interactions Strategic planning Skill alignment Professional development strategies Effective use of technology Workplace climate Employee morale A primary goal of organization development is to optimize the system by ensuring that system elements are harmonious and congruent. When organization structure, strategy, culture, and processes are not aligned, performance suffers. Different organizations interventions focus on align the organization with environment demands. Organizations are examples of open systems, that is, system interacting with their environments. Many problems of organizations today emerge from rapid changes in environmental demands, threats and opportunities. The Growth and Relevance of OD: Organizations must settle themselves in increasingly complex and uncertain technological, economic, political, and cultural changes. The speedily changing conditions of last few years shown that the organizations are facing the unprecedented uncertainty and nothing short of a management revolution will save them. Globalization, information technology, and managerial innovation are the major trends which are shaping change in organizations. First: globalization is playing vital role is the organizational life cycle. Organization is growing in the changing markets and environments. New governments, new leadership, new markets, and new countries are emerging and creating a new global economy. Companies in Russia, China, Hong Kong etc. are the examples of globalization. Second: information technology has drastically changing the old business model and defining the new parameters of how knowledge is used, how work is performed and how to calculate the cost of doing business. Now the organizations are going for ERP, e-commerce, SAP etc. Amazon.com, E-Trade, are among many recent entrants to the information economy, and the amount of business being conducted on the Internet is projected to grow at double-digit rates for well over ten years. Due to revolution in information technology, electronic data interchange, a state of the art information technology application, few years ago, is now considered as routine business practice. Due to this revolution, organizations moved towards downsizing and restructuring of the firms. Finally, information technology is changing how knowledge is used. Organization members now share the same key information that senior managers once used to control decision making. Ultimately, IT will generate new business models in which communication and information sharing is nearly free and easily accessible. Third: managerial innovation has responded to the globalization and information technology trends and has speed up their impact on organizations. New organizational forms, i.e. networks, virtual corporations etc, provide organizations with different ways of thinking about how the produced goods and deliver services. The strategic alliance, for example, has emerged as one of the indispensable tools in strategy implementation. No single organization, not even IBM, Mitsubishi, or General Electric, can control the environmental and market uncertainty it faces. New methods of change, such as downsizing and reengineering, have drastically reduced the size of organizations and increased their capacity, and new large group interventions have increased the speed with which organizational change can take place. OD practitioners, managers, and researchers argue that these forces not only are powerful in their own right but are interrelated. Organization development is the continuous process of improvement. As change is the continuous process so also to cope with such changes is necessary of organizations survive. As the time passes the new changes occur in the market dilemma. The organizations on their peak position need to maintain their peak position and continuously improve to provide better benefits to their customers. Timely they have to adapt new technology, enter in to new markets, beat the competition etc. The organization development is not only for the failure organization but the successful organization also adapt new technology and innovations to maintain their success. Organization may face different problems in their different departments like finance, management, marketing, production, sales and so on. So the OD consultant diagnoses these problems to provide solutions to that organization. Human resources our people may be a large fraction of our costs of doing business. They certainly can make the difference between organizational success and failure. We better know how to manage them. Changing nature of the workplace. Our workers today want feedback on their performance, a sense of accomplishment, feelings of value and worth, and commitment to social responsibility. They need to be more efficient, to improve their time management. And, of course, if we are to continue doing more work with less people, we need to make our processes more efficient. Global markets. Our environments are changing, and our organizations must also change to survive and prosper. We need to be more responsible to and develop closer partnerships with our customers. We must change to survive, and we argue that we should attack the problems, not the symptoms, in a systematic, planned, humane manner. Technological improvement: Organizations from time to time innovate and create new technology for better product development and management of organization. Because in era of competition the managers overall attention is toward the proper management and allocation of resources. Models of Organizational Development and its Effectiveness Organizations are facing continuous pressures due to change in global pace, economic and technological development and organization is making the same a feature of its life cycle. Every organization is going for development and directed at bringing about planned change to increase organizations effectiveness and efficiency. Managers, generally, initiate and implement the same with the help of an OD practitioner either from inside or outside of the organization. Organizations can use planned change to solve problems, to learn from experience, to adapt to external environmental changes, to improve performance, and to influence future changes. Organization Development (OD) covers all aspects of an organization; its functional scope is very vast as such it: Focuses on culture and processes Encourages collaboration between organization leadership and members in managing culture and process and makes it more efficient. Teams of various kinds are the target of OD. It focuses on the human and social side of the organization and in doing also intervenes in the technological and structural sides. Ensures participation and involvement in problem solving and decision making by all levels of the organization, which is hall mark of whole process. Also focuses on total systems change and views organizations as complex social systems. It leads to a development that seeks the betterment of both individuals and the organization as a whole. The OD consultants/ practitioners therefore plays an important and vital role as such they are facilitates, collaborates, and co-learners with the client system. At the outset OD consultants seeks top managements commitment and consent to initiate the process. The major events in the process then include: Sensing Diagnosing Planning Actions Evaluation Adjustments, and Repeating OD is an iterative process, it a journey not a destination. The goal of OD consultants is overcharging to make clients systems able to solve their problems through learning and teaching self-analytical methods. OD in fact is not one time process; rather it relies on action research model with extreme participation by client system members to bring sustainable growth. The knowledge base of OD is extensive, dynamic, and consonantly growing. Today the organizations prefer for holistic action plan as compare to linear or cyclic kind of interventions. The holistic approach presents a theory that the universe and especially nature should be viewed as interacting wholes rather than as distinct parts. This approach definitely caters to dynamic and most contemporary techniques for the planned change. There are numerous models and several recent theories those promises planned change. Few are highlighted below: Kurt Lewins Change Model Three stage theory of change was proposed by Kurt Lewin (founder of social psychology). Initially the theory was presented in 1947 and since then a lot of changes has been taken place in the original work. Actually there are various models of change which are based on the Kurt Lewin model. According to Kurt Lewin, change in organization is commonly referred to as  Unfreeze, Change, and Freeze. Change entails moving from one equilibrium point to another. Kurt Lewin model is useful to frame a process of change for people which can easily understand. Although this theory got so much popularity but it has been criticized for being too simplistic. The detailed explanation of each stage of the model is given below: Stage 1: Unfreezing Unfreezing is the first stage of Lewins Change Model. This stage focuses on the need for change and it is the starting point of change process. This stage emphasizes the importance of change and helps in moving move away from our current comfort zone. Change will not occur unless and until we understand the urgency of change. The more we feel that change is necessary, the more urgent it is and vise versa. When it becomes evident that the organization requires a change then the next step is to identify the pros and cons associated with the implementation of change. For example it would be wise to proceed with the change if the pros outnumber the cons before you take any action. This is the basis of what Kurt Lewin called the Force Field Analysis. In field force analysis there are various factors related to the change. Some of the factors are in favor of change while others are opposing factors. A change cannot takes place unless the factors for change outweigh the factors against chan ge. In the Unfreezing stage a department or an entire business moves towards motivation for change. The Kurt Lewin Force Field Analysis is a helpful way to know this process and there are ample of thoughts of how this can be done. Stage 2: Change or Transition The second stage of Lewins Change Model is a process of transition which is the inner movement or journey we make in reaction to a change. In transition process the current states is unfrozen and movement is started towards the new state. Lewin argued that the second stage is often the hardest as people are unsure or even fearful. Basically in this stage people are not much aware about the benefits of change so they are in the process of learning about the changes and require time to understand. In this stage people scan the environment for new relevant information and try to identify new role model or mentor. People must have clear picture of the desired change so they dont lose sight of where they are heading. Using role models and allowing people to develop their own solutions also help to make the changes. Stage 3: Freezing (or Refreezing) The last stage of Lewins Change Model is freezing or refreezing. Once the change has been made, the next step is to freeze the change in order to establish stability. In this stage everything is going to settle down because people are in the process of accepting the new changes. Thus all the changes become new norms of the organization and people form new relationships. People will become comfortable with their routines but it will take time. Many people argue that there is no freezing because of dynamic environment in which things are changing very rapidly. Therefore there is always a continuous change and freezing has become a chaotic process in which great flexibility is demanded. In this way unfreezing for the next change might be easier. Lewins tried to reinforce the change and ensure that the desired change is accepted and maintained into the future. Reinforcement is very important because people tend to go back to doing what they are used to doing. Effectiveness of Kurt Lewins Model of Change: There is lot of real life examples of Kurt Lewins Change model. Example # 1 Continental Airline By applying the Kurt Lewins Change Model, Continental Airlines became Airline of the Year. The awards won by Continental so far include No. 1 Most Admired Global Airline from Fortune magazine (2004, 2005, 2006, 2007, 2008, and 2009), Airline of the Year by OAG (2004, 2005), Best Trans-Atlantic and Trans-Pacific Business Class among U.S. airlines by Condà © Nast Traveler (1999, 2000, 2001, 2002, 2003, 2004, 2005, and 2006), and many others. [Video available at http://www.youtube.com/watch?v=7wxKv6K1-V0] Following is the another example of Kurt Lewins Change model: By doing attitude and satisfaction survey in the organization of all staff, management may come to know that the moral of the staff members is quite low and due to this risk of safety is quite high. This may hinder the change process. Similarly when information is being delivered to the field, but negative events are continuing to occur, this may reflect to the management that the message is not being heard and some required changes are in order. During the unfreezing step generally most of the staff members and management are willing to change. Kurt Lewins model suggests that one of the best ways to motivate people to change is to first get people see the need for change. Even when a change if for the persons long term health benefits such a ceasing a bad destructive habit, few people ever change because someone else tells them to. People generally need to see for themselves the need for change, for the catalyst to occur, to provoke them to unfreeze. Educating employees in regards the pressures for change is a first step. Organization leaders will begin to highlight gaps between current and desired states and put forward a vision as it needs to be. They further express the change in terms of particular outcomes that the organization desired from its operation and employees and their belief and confidence that these changes are possible. Before installing a new way of operations, the existing system needs to be broken down. At this stage, the goal of change agent is to create a strong reaction. To get the relevant staff management participated and examining the status quo. Create an environment on which people are forced to seek out a new and better way to do things. To re-set the normal order of things to new heights and standards. Tips to Unfreeze: Change is necessary because the businesses, market or product are changing. Analysis should be carried out that what is required. Build an understanding. Existing status quo will be required to break down before developing new way of doing things. Guide the people to know and understand that the old ways cannot continue and prior poor results will be used. Message should be passed on. What, who, when, where, why and how changes and improvements are necessary. Regular and frequent communication lines will be open with all employees. In order to eliminate the barriers of change, open door policy will be introduced with the aim to allow the employees to feel comfortable in sharing their concerns with the leadership. Remain open and honest with feedback to staff and continue to build solid interaction with the affected groups. Build a guiding partnership and support from management and understand and consider the needs of stakeholders. Transition During the transition phase we aim to shift or alter the behavior of the There are at least three planned change models that have been identified by Cummings and Worley (1997): Lewins change model, the action research model, and contemporary adaptations of action research. Kurt Lewins Change Model: Organizational change can occur at three levels- and, since the patterns of resistance to change are different for each, the patterns in each level require different change strategies and techniques. These levels involve: Changing the individuals who work in the organization-that is, their skills, values, attitudes, and eventually behavior-but making sure that such individual-behavior change is always regarded as instrumental to organizational change. Changing various organizational structures and systems-reward systems, reporting relationships, work design, and so on. Directly changing the organizational climate or interpersonal style-how open people are with each other, how conflict is managed, how decisions are made, and so on. Whatever the level involved, each of the three interventions is needed to make organizational members address the levels need for change, heighten their awareness of their own behavioral patterns, and make them more open to the change process. Stage 1: Unfreezing Three ways of unfreezing an organization are: i. Disconfirmation ii. Induction of guilt or anxiety iii. Creation of psychological safety Disconfirmation or lack of confirmation. Organizational members are not likely to embrace change unless they experience some need for it. Embracing change typically means that people are dissatisfied with the way things are quality is below standard, costs are too high, morale is too low, or direction is unclear, for example. Unfreezing involves reducing those forces maintaining the organizations behavior at its present level. Unfreezing is sometimes accomplished through a process of psychological disconfirmation. By introducing information that shows discrepancies between behaviors desired by organization members and those behaviors currently exhibited, members can be motivated to engage in change activities. Induction of guilt or anxiety. This is a matter of establishing a gap between what is current but not working well and some future goal that would make things work better. When people recognize a gap between what is and what would be better and more desirable, they will be motivated via guilt or anxiety to reduce the gap. But disconfirmation and induction are not enough to accomplish the unfreezing stage. One more process is necessary. Creation of psychological safety. To face disconfirmation, experience guilt or anxiety, and be able to act or move, people must believe that moving will not bring them humiliation or loss of self-esteem. People must still feel worthy, psychologically safe. The consultant must be concerned with people not losing face and must take car that when people admit that something is wrong they will not be punished or humiliated. Stage 2: Moving (Changing) The second step, movement, involves making the actual changes that will move the organization to another level of response. On the individual level, we would expect to see people behaving differently, perhaps demonstrating new skills or new supervisory practices. On the structural level, we would expect to see changes in actual organizational structures, reporting relationships, and reward systems that affect the way people do their work. On the climate or interpersonal level, we would expect to see behavior patterns that indicate greater interpersonal trust and openness and fewer dysfunctional interactions. There are two main processes for accomplishing this stage: Identification with a new role model Scanning the environment for new information Identification with a new role model, mentor, boss, or consultant to begin to see things from that other persons point of view. If we see another point of view operating in a person to whom we pay attention and respect, we

Welfare Blocks Single Parents Who Want An Education :: Argumentative Persuasive Essays

Welfare Blocks Single Parents Who Want An Education The welfare system and the financial aid system conflict. This conflict causes many single parents to have problems going to school. We want to be able to go to school but the new welfare reforms don't give us enough time. We need more time to finish an education. The only way the state will help at all is if we finish our education within two years. The two years may sound adequate enough to get an education. But during those two years, we are still required to work 20 hours a week. Then, in order to finish a two-year degree or certificate within the two-year allotment, we would have to take 12 credits or sometimes up to 18 credits each semester. Taking just 12 credits would work out to be around three hours a day, Monday through Friday. Some classes will require a lab. A lab is were we meet as a class one day a week outside of normal class requirements. During the lab time we usually work more hands on, or focus on main topics in the course. This usually requires an additional couple of hours one day a week. A lot of the college classes for a two-year certificate require a lab. By looking through the listings you'll see that with a 12 credit agenda for a semester we will most likely have an average of two labs. Two labs would add another four hours on to our week. Now we have about five hours a day, five days a week. Along with working our required 20 hours we have to find a job that is willing to work around our schedules. Then we have to schedule time for homework. With 12 credits we would need an average of two to three hours a night just to keep up with our regular work, that doesn't include studying for tests. So during the week we would have to go to school for around three hours, then would work for five hours, go home and do homework for three hours. That's already 11 hours a day. As a single mother myself I would like to spend at least a few hours a day with my son.

Phantom Limbs, Phantom Pain, And The Essay -- Biology Essays Research

Phantom Limbs, Phantom Pain, And The "I-Function" The so-called "I-function" which describes the brain's sense of self takes on interesting connotations when discussing phantom limbs and associated phantom pain. The loss of an arm or leg through amputation is not an easy experience to endure, and is even more difficult when the patient begins to feel sensations in their now missing limb. These feelings, sometimes referred to as "stump hallucination", is the subjective sensation, not arising from an external stimulus, that an amputated limb is still present (1). Although they no longer exist, patients perceive these limbs as still being essential components of their body-image, and continues to move in sync with their torso and other limbs. For some amputees, these phantom sensations may be no more than painless distractions of pressure, warmth, and cold that do not interfere with their everyday lives. But for the majority of amputees, about 50% to 80% (2), they experience phantom pains that vary in classification from cramping, burning, tingling, shocking, shooting and stabbing pains. These episodes are severe enough to interfere with work, sleep and normal function and do require some kind of treatment. Phantom pain can occur anytime, from immediately after an amputation to several years later. The powerful impression of a stable, embodied self is taken for granted. But it's an perception that's possible only because of the body image created by the brain. A significant element of that image is a mental map of the body surface, generated by the cortex using the sensory signals it receives from the skin. Other regions of the cortex control other components, such as the position of muscles and joints (proprioception),... ... http://www.bfe.org/protocol/pro05eng.htm 3)THEY DO IT WITH MIRRORS , From New Scientist http://infotrac.galegroup.com/itweb/brynmawr_main?http_rc=400&class=session&sev=temp&type=session&cause=http%3A%2F%2Fweb1.infotrac.galegroup.com%2Fitw%2Finfomark%2F805%2F448%2F25790840w3%2Fpurl%3Drc1_EAIM_0_A63676311%26dyn%3D4!ar_fmt%3Fsw_aep%3Dbrynmawr_main&cont=&msg=No+Session+cookies&sserv=no 4) Harris, J. A. "Cortical Origin of Pathological Pain." in Lancet, vol. 354 (pg. 1464-1466) 1999 5)Scientific American, Ronald Melzack article http://serendip.brynmawr.edu/bb/neuro/neuro01/web1/= 6)Discover Phantom limbs , Brief Article http://www.findarticles.com/p/articles/mi_m1511/is_n2_v19/ai_20159526 7) Ramachandran, V.S. & Rogers-Ramachandran, D. "Phantom Limbs and Neural Plasticity." in Archives of Neurology. Vol. 57 (pg. 317-320), 2000, Ramachandran article

The Lost Duke of Wyndham Chapter Five

Lovely house,† Jack said, as he was led – hands still bound – through the grand entrance of Belgrave. He turned to the old lady. â€Å"Did you decorate? It has that woman's touch.† Miss Eversleigh was trailing behind, but he could hear her choke back a bubble of laughter. â€Å"Oh, let it out, Miss Eversleigh,† he called over his shoulder. â€Å"Much better for your constitution.† â€Å"This way,† the dowager ordered, motioning for him to follow her down the hall. â€Å"Should I obey, Miss Eversleigh?† She did not reply, smart girl that she was. But he was far too furious for circumspect sympathy, so he took his insolence one step further. â€Å"Yoo-hoo! Miss Eversleigh! Did you hear me?† â€Å"Of course she heard you,† the dowager snapped angrily. Jack paused, cocking his head as he regarded the dowager. â€Å"I thought you were overjoyed to make my acquaintance.† â€Å"I am,† she bit off. â€Å"Hmmm.† He turned to Miss Eversleigh, who had caught up to them during the exchange. â€Å"I don't think she sounds overjoyed, Miss Eversleigh. Do you?† Miss Eversleigh's eyes darted from him to her employer and back before she said, â€Å"The dowager duchess is most eager to accept you into her family.† â€Å"Well said, Miss Eversleigh,† he applauded. â€Å"Insightful and yet circumspect.† He turned back to the dowager. â€Å"I hope you pay her well.† Two red spots appeared on the dowager's cheeks, in such stark relief to the white of her skin that he would have sworn she'd used rouge if he hadn't seen the angry marks appear with his own eyes. â€Å"You are dismissed,† she ordered, not even looking at Miss Eversleigh. â€Å"I am?† he feigned. â€Å"Lovely.† He held out his bound wrists. â€Å"Would you mind?† â€Å"Not you, her.† His grandmother's jaw clenched. â€Å"As you well know.† But Jack was not in the mood to be accommodating, and in that moment he did not even care to maintain his usual jocular facade. And so he looked her in the eye, his green meeting her icy, icy blue, and as he spoke, he felt a shiver of deja vu. It was almost as if he were back on the Continent, back in battle, his shoulders straight and his eyes narrowed as he faced down the enemy. â€Å"She stays.† They froze, all three of them, and Jack's eyes did not waver from the dowager's as he continued. â€Å"You brought her into this. She will remain through to the end.† He half expected Miss Eversleigh to protest. Hell, any sane person would have run as far as possible from the upcoming confrontation. But she stood utterly still, her arms stick-straight at her sides, her only movement her throat as she swallowed. â€Å"If you want me,† he said quietly, â€Å"you will take her as well.† The dowager sucked a long, angry breath through her nose and jerked her head to the side. â€Å"Grace,† she barked, â€Å"the crimson drawing room. Now.† Her name was Grace. He turned and looked at her. Her skin was pale and her eyes were wide and assessing. Grace. He liked it. It fit her. â€Å"Don't you want to know my name?† he called out to the dowager, who was already stalking down the hall. She stopped and turned, as he knew she would. â€Å"It's John,† he announced, enjoying the way the blood drained from her face. â€Å"Jack to friends† – he looked at Grace with heavy-lidded seduction in his eyes – â€Å"and friends.† He could have sworn he felt her shiver, which delighted him. â€Å"Are we?† he murmured. Her lips parted a full second before she managed to make a sound. â€Å"Are we what?† â€Å"Friends, of course.† â€Å"I – I – â€Å" â€Å"Will you leave my companion alone!† the dowager barked. He sighed and shook his head toward Miss Eversleigh. â€Å"She's so domineering, don't you think?† Miss Eversleigh blushed. Truly, it was the prettiest pink he'd ever seen. â€Å"Pity about these bindings,† he continued. â€Å"We do seem to be caught in a romantic moment, your employer's acidic presence aside, and it would be far easier to drop one exquisite kiss on the back of your hand were I able to lift it with one of mine.† This time he was certain she shivered. â€Å"Or your mouth,† he whispered. â€Å"I might kiss your mouth.† There was a lovely silence, broken rather rudely by: â€Å"What the devil?† Miss Eversleigh jumped back a foot or three, and Jack turned to see an extremely angry man striding his way. â€Å"Is this man bothering you, Grace?† he demanded. She shook her head quickly. â€Å"No, no, he's not. But – â€Å" The newcomer turned to Jack with furious blue eyes. Furious blue eyes that rather closely resembled those of the dowager, save for the bags and wrinkles. â€Å"Who are you?† â€Å"Who are you?† Jack countered, instantly disliking him. â€Å"I am Wyndham,† he shot back. â€Å"And you are in my home.† Jack blinked. A cousin. His new family was growing more charming by the second. â€Å"Ah. Well, in that case, I am Jack Audley. Formerly of His Majesty's esteemed army, more recently of the dusty road.† â€Å"Who are these Audleys?† the dowager demanded, crossing back over. â€Å"You are no Audley. It is there in your face. In your nose and chin and in every bloody feature save your eyes, which are quite the wrong color.† â€Å"The wrong color?† Jack responded, acting hurt. â€Å"Really?† He turned to Miss Eversleigh. â€Å"I was always told the ladies like green eyes. Was I misinformed?† â€Å"You are a Cavendish!† the dowager roared. â€Å"You are a Cavendish, and I demand to know why I was not informed of your existence.† â€Å"What the devil is going on?† Wyndham demanded. Jack thought it wasn't his duty to answer, so he happily kept quiet. â€Å"Grace?† Wyndham asked, turning to Miss Eversleigh. Jack watched the exchange with interest. They were friends, but were they friendly? He could not be sure. Miss Eversleigh swallowed with noticeable discomfort. â€Å"Your grace,† she said, â€Å"perhaps a word in private?† â€Å"And spoil it for the rest of us?† Jack chimed in, because after what he'd been subjected to, he didn't much feel that anyone deserved a moment of privacy. And then, to achieve maximum irritation, he added, â€Å"After all I've been through†¦Ã¢â‚¬  â€Å"He is your cousin,† the dowager announced sharply. â€Å"He is the highwayman,† Miss Eversleigh said. â€Å"Not,† Jack added, turning to display his bound hands, â€Å"here of my own volition, I assure you.† â€Å"Your grandmother thought she recognized him last night,† Miss Eversleigh told the duke. â€Å"I knew I recognized him,† the dowager snapped. Jack resisted the urge to duck as she flicked her hand at him. â€Å"Just look at him.† Jack turned to the duke. â€Å"I was wearing a mask.† Because really, he shouldn't have to take the blame for this. He smiled cheerfully, watching the duke with interest as he brought his hand to his forehead and pressed his temples with enough force to crush his skull. And then, just like that, his hand fell away and he yelled, â€Å"Cecil!† Jack was about to make a quip about another lost cousin, but at that moment a footman – presumably named Cecil – came skidding down the hall. â€Å"The portrait,† Wyndham bit off. â€Å"Of my uncle.† â€Å"The one we just brought up to – â€Å" â€Å"Yes. In the drawing room. Now! â€Å" Even Jack's eyes widened at the furious energy in his voice. And then – it was like acid in his belly – he saw Miss Eversleigh lay a hand on the duke's arm. â€Å"Thomas,† she said softly, surprising him with her use of his given name, â€Å"please allow me to explain.† â€Å"Did you know about this?† Wyndham demanded. â€Å"Yes, but – â€Å" â€Å"Last night,† he said icily. â€Å"Did you know last night?† Last night? â€Å"I did, but Thomas – â€Å" What happened last night? â€Å"Enough,† he spat. â€Å"Into the drawing room. All of you.† Jack followed the duke, and then, once the door was shut behind them, held up his hands. â€Å"D'you think you might†¦?† he asked. Rather conversationally, if he did say so himself. â€Å"For the love of Christ,† Wyndham muttered. He grabbed something from a writing table near the wall and then returned. With one angry swipe, he cut through the bindings with a gold letter opener. Jack looked down to make sure he wasn't bleeding. â€Å"Well done,† he murmured. Not even a scratch. â€Å"Thomas,† Miss Eversleigh was saying, â€Å"I really think you ought to let me speak with you for a moment before – â€Å" â€Å"Before what?† Wyndham snapped, turning on her with what Jack deemed rather unbecoming fury. â€Å"Before I am informed of another long-lost cousin whose head may or may not be wanted by the Crown?† â€Å"Not by the Crown, I think,† Jack said mildly. He had his reputation to think of, after all. â€Å"But surely a few magistrates. And a vicar or two.† He turned to the dowager. â€Å"Highway robbery is not generally considered the most secure of all possible occupations.† His levity was appreciated by no one, not even poor Miss Eversleigh, who had managed to incur the fury of both Wyndhams. Rather undeservedly, too, in his opinion. He hated bullies. â€Å"Thomas,† Miss Eversleigh implored, her tone once again causing Jack to wonder just what, precisely, existed between those two. â€Å"Your grace,† she corrected, with a nervous glance over at the dowager, â€Å"there is something you need to know.† â€Å"Indeed,† Wyndham bit off. â€Å"The identities of my true friends and confidantes, for one thing.† Miss Eversleigh flinched as if struck, and at that moment Jack decided that he'd had quite enough. â€Å"I suggest,† he said, his voice light but steady, â€Å"that you speak to Miss Eversleigh with greater respect.† The duke turned to him, his eyes as stunned as the silence that descended over the room. â€Å"I beg your pardon.† Jack hated him in that moment, every prideful little aristocratic speck of him. â€Å"Not used to being spoken to like a man, are we?† he taunted. The air went electric, and Jack knew he probably should have foreseen what would come next, but the duke's face had positively twisted into fury, and Jack somehow could not seem to move as Wyndham launched himself forward, his hands wrapping themselves around his throat as the both of them went crashing down to the carpet. Cursing himself for a fool, Jack tried to get traction as the duke's fist slammed into his jaw. Pure animalistic survival set in, and he tensed his belly into a hard knot. With one lightning-quick movement he threw his torso forward, using his head as a weapon. There was a satisfying crack as he struck Wyndham's jaw, and Jack took advantage of his stunned state to roll them over and reverse their positions. â€Å"Don't†¦you†¦. ever strike me again,† Jack growled. He'd fought in gutters, on battlefields, for his country and for his life, and he'd never had patience for men who threw the first punch. He took an elbow in the belly and was about to return the favor with a knee to the groin when Miss Eversleigh leapt into the fray, wedging herself between the two men with nary a thought to propriety or her own safety. â€Å"Stop it! Both of you!† Jack managed to nudge Wyndham's upper arm just in time to stop his fist from reaching her cheek. It would have been an accident, of course, but then he'd have had to kill him, and that would have been a hanging offense. â€Å"You should be ashamed of yourself,† Miss Eversleigh scolded, looking straight at the duke. He merely raised a brow and said, â€Å"You might want to remove yourself from my, er†¦Ã¢â‚¬  He looked down at his midsection, upon which she was now seated. â€Å"Oh!† She jumped up, and Jack would have defended her honor except that he had to admit he'd have said the same thing were he seated under her. Not to mention that she was still holding his arm. â€Å"Tend to my wounds?† he asked, making his eyes big and green and brimming with the world's most effective expression of seduction. Which was, of course, I need you. I need you and if you would only care for me I will forswear all other women and melt at your feet and quite possibly become filthy rich and if you'd like even royal all in one dreamy swoop. It never failed. Except, apparently, now. â€Å"You have no wounds,† she snapped, thrusting him away. She looked over at Wyndham, who had risen to his feet beside her. â€Å"And neither do you.† Jack was about to make a comment about the milk of human kindness, but just then the dowager stepped forward and smacked her grandson – that would be the grandson of whose lineage they were quite certain – in the shoulder. â€Å"Apologize at once!† she snapped. â€Å"He is a guest in our house.† A guest. Jack was touched. â€Å"My house,† the duke snapped back. Jack watched the old lady with interest. She wouldn't take well to that. â€Å"He is your first cousin,† she said tightly. â€Å"One would think, given the lack of close relations in our family, that you would be eager to welcome him into the fold.† Oh, right. The duke was just brimming with joy. â€Å"Would someone,† Wyndham bit off, â€Å"do me the service of explaining just how this man has come to be in my drawing room?† Jack waited for someone to offer an explanation, and then, when none was forthcoming, offered his own version. â€Å"She kidnapped me,† he said with shrug, motioning toward the dowager. Wyndham turned slowly to his grandmother. â€Å"You kidnapped him,† he said, his voice flat and strangely devoid of disbelief. â€Å"Indeed,† she replied, her chin butting up in the air. â€Å"And I would do it again.† â€Å"It's true,† Miss Eversleigh said. And then she delighted him by turning in his direction and saying, â€Å"I'm sorry.† â€Å"Accepted, of course,† Jack said graciously. The duke, however, was not amused. To the extent that poor Miss Eversleigh felt the need to defend her actions with, â€Å"She kidnapped him!† Wyndham ignored her. Jack was really starting to dislike him. â€Å"And forced me to take part,† Miss Eversleigh muttered. She, on the other hand, was quickly becoming one of his favorite people. â€Å"I recognized him last night,† the dowager announced. Wyndham looked at her disbelievingly. â€Å"In the dark?† â€Å"Under his mask,† she answered with pride. â€Å"He is the very image of his father. His voice, his laugh, every bit of it.† Jack hadn't thought this a particularly convincing argument himself, so he was curious to see how the duke responded. â€Å"Grandmother,† he said, with what Jack had to allow was remarkable patience, â€Å"I understand that you still mourn your son – â€Å" â€Å"Your uncle,† she cut in. â€Å"My uncle.† He cleared his throat. â€Å"But it has been thirty years since his death.† â€Å"Twenty-nine,† she corrected sharply. â€Å"It has been a long time,† Wyndham said. â€Å"Memories fade.† â€Å"Not mine,† she replied haughtily, â€Å"and certainly not the ones I have of John. Your father I have been more than pleased to forget entirely – â€Å" â€Å"In that we are agreed,† Wyndham interrupted, leaving Jack to wonder at that story. And then, looking as if he very much still wished to strangle someone (Jack would have put his money on the dowager, since he'd already had the pleasure), Wyndham turned and bellowed, â€Å"Cecil!† â€Å"Your grace!† came a voice from the hall. Jack watched as two footmen struggled to bring a massive painting around the corner and into the room. â€Å"Set it down anywhere,† the duke ordered. With a bit of grunting and one precarious moment during which it seemed the painting would topple what was, to Jack's eye, an extremely expensive Chinese vase, the footmen managed to find a clear spot and set the painting down on the floor, leaning it gently against the wall. Jack stepped forward. They all stepped forward. And Miss Eversleigh was the first to say it. â€Å"Oh my God.† It was him. Of course it wasn't him, because it was John Cavendish, who had perished nearly three decades earlier, but by God, it looked exactly like the man standing next to her. Grace's eyes grew so wide they hurt, and she looked back and forth and back and forth and – â€Å"I see no one is disagreeing with me now,† the dowager said smugly. Thomas turned to Mr. Audley as if he'd seen a ghost. â€Å"Who are you?† he whispered. But even Mr. Audley was without words. He was just staring at the portrait, staring and staring and staring, his face white, his lips parted, his entire body slack. Grace held her breath. Eventually he'd find his voice, and when he did, surely he'd tell them all what he'd told her the night before. My name isn't Cavendish. But it once was. â€Å"My name,† Mr. Audley stammered, â€Å"my given name†¦Ã¢â‚¬  He paused, swallowed convulsively, and his voice shook as he said, â€Å"My full name is John Rollo Cavendish-Audley.† â€Å"Who were your parents?† Thomas whispered. Mr. Audley – Mr. Cavendish-Audley – didn't answer. â€Å"Who was your father?† Thomas's voice was louder this time, more insistent. â€Å"Who the bloody hell do you think he was?† Mr. Audley snapped. Grace's heart pounded. She looked at Thomas. He was pale and his hands were shaking, and she felt like such a traitor. She could have told him. She could have warned him. She had been a coward. â€Å"Your parents,† Thomas said, his voice low. â€Å"Were they married?† â€Å"What is your implication?† Mr. Audley demanded, and for a moment Grace feared that they would come to blows again. Mr. Audley brought to mind a caged beast, poked and prodded until he could stand it no more. â€Å"Please,† she pleaded, jumping between them yet again. â€Å"He doesn't know,† she said. Mr. Audley couldn't know what it meant if he was indeed legitimate. But Thomas did, and he'd gone so still that Grace thought he might shatter. She looked at him, and at his grandmother. â€Å"Someone needs to explain to Mr. Audley – â€Å" â€Å"Cavendish,† the dowager snapped. â€Å"Mr. Cavendish-Audley,† Grace said quickly, because she did not know how to style him without offending someone in the room. â€Å"Someone needs to tell him that†¦that†¦Ã¢â‚¬  She looked to the others for help, for guidance, for something, because surely this was not her duty. She was the only one of them there not of Cavendish blood. Why did she have to make all of the explanations? She looked at Mr. Audley, trying not to see the portrait in his face, and said, â€Å"Your father – the man in the painting, that is – assuming he is your father – he was his grace's father's†¦ elder brother.† No one said anything. Grace cleared her throat. â€Å"So, if†¦if your parents were indeed lawfully married – â€Å" â€Å"They were,† Mr. Audley all but snapped. â€Å"Yes, of course. I mean, not of course, but – â€Å" â€Å"What she means,† Thomas cut in sharply, â€Å"is that if you are indeed the legitimate offspring of John Cavendish, then you are the Duke of Wyndham.† And there it was. The truth. Or if not the truth, then the possibility of the truth, and no one, not even the dowager, knew what to say. The two men – the two dukes, Grace thought with a hysterical bubble of laughter – simply stared at each other, taking each other's measure, and then finally Mr. Audley's hand seemed to reach out. It shook, quivered like the dowager's when she was attempting to find purchase, and then finally, when it settled on the back of a chair, his fingers grasped tightly. With legs that were clearly unsteady, Mr. Audley sat down. â€Å"No,† he said. â€Å"No.† â€Å"You will remain here,† the dowager directed, â€Å"until this matter can be settled to my satisfaction.† â€Å"No,† Mr. Audley said with considerably more conviction. â€Å"I will not.† â€Å"Oh, yes, you will,† she responded. â€Å"If you do not, I will turn you in to the authorities as the thief you are.† â€Å"You wouldn't do that,† Grace blurted out. She turned to Mr. Audley. â€Å"She would never do that. Not if she believes that you are her grandson.† â€Å"Shut up!† the dowager growled. â€Å"I don't know what you think you are doing, Miss Eversleigh, but you are not family, and you have no place in this room.† Mr. Audley stood. His bearing was sharp, and proud, and for the first time Grace saw within him the military man he'd said he once was. When he spoke, his words were measured and clipped, completely unlike the lazy drawl she had come to expect from him. â€Å"Do not speak to her in that manner ever again.† Something inside of her melted. Thomas had defended her against his grandmother before; indeed, he'd long been her champion. But not like this. He valued her friendship, she knew that he did. But this†¦this was different. She didn't hear the words. She felt them. And as she watched Mr. Audley's face, her eyes slid to his mouth. It came back to her†¦the touch of his lips, his kiss, his breath, and the bittersweet shock when he was through, because she hadn't wanted it†¦and then she hadn't wanted it to end. There was perfect silence, stillness even, save for the widening of the dowager's eyes. And then, just when Grace realized that her hands had begun to tremble, the dowager bit off, â€Å"I am your grandmother.† â€Å"That,† Mr. Audley replied, â€Å"remains to be determined.† Grace's lips parted with surprise, because no one could doubt his parentage, not with the proof propped up against the drawing room wall. â€Å"What?† Thomas burst out. â€Å"Are you now trying to tell me that you don't think you are the son of John Cavendish?† Mr. Audley shrugged, and in an instant the steely determination in his eyes was gone. He was a highwayman rogue again, devil-may-care and completely without responsibility. â€Å"Frankly,† he said, â€Å"I'm not so certain I wish to gain entry into this charming little club of yours.† â€Å"You don't have a choice,† the dowager said. â€Å"So loving,† Mr. Audley said with sigh. â€Å"So thoughtful. Truly, a grandmother for the ages.† Grace clamped a hand over her mouth, but her choked laughter came through nonetheless. It was so inappropriate†¦in so many ways†¦but it was impossible to keep it in. The dowager's face had gone purple, her lips pinched until the lines of anger drew up to her nose. Not even Thomas had ever provoked such a reaction, and heaven knew, he had tried. She looked over at him. Of everyone in the room, surely he was the one with the most at stake. He looked exhausted. And bewildered. And furious, and amazingly, about to laugh. â€Å"Your grace,† she said hesitantly. She didn't know what she wanted to say to him. There probably wasn't anything to say, but the silence was just awful. He ignored her, but she knew he'd heard, because his body stiffened even more, then shuddered when he let out a breath. And then the dowager – oh why would she never learn to leave well enough alone? – bit off his name as if she were summoning a dog. â€Å"Shut up,† he snapped back. Grace wanted to reach out to him. Thomas was her friend, but he was – and he always had been – so far above her. And now she was standing here, hating herself because she could not stop thinking about the other man in the room, the one who might very well steal Thomas's very identity. And so she did nothing. And hated herself even more for it. â€Å"You should remain,† Thomas said to Mr. Audley. â€Å"We will need – â€Å" Grace held her breath as Thomas cleared his throat. â€Å"We will need to get this sorted out.† They all waited for Mr. Audley's response. He seemed to be assessing Thomas, taking his measure. Grace prayed he would realize just how difficult it must have been for Thomas to speak to him with such civility. Surely he would respond in kind. She wanted him so badly to be a good person. He'd kissed her. He'd defended her. Was it too much to hope that he was, underneath it all, a white knight?