Organisation Change Management and Resistance to Change

Organisation Change Management and Resistance to Change Abstract This literature review examines organizational change and offers an in-depth study of resistance to change. It aims to deepen this field by a theoretical exposition of the concept of resistance to change. It is a key topic in change management and has been seriously considered for helping the organizations to achieve the advantages of this transformation. This review hints at where an organization should give special attention while initiating a change process. The study analysis the main sources of resistance to change and also how to overcome it. Many authors (Lawrence, 1954; Maurer, 1996; Strebel, 1994; Waddell and Sohal, 1998; among others) have done lot of research to investigate the reasons of the failure of different change initiatives and they found that resistance to change is the one of those may reasons. Resistance to change can cause very costly and time consuming delays in change process. (Ansoff, 1990) we must consider them even though they are very difficult to anticipate. There is another school of thought who consider Resistance as a source of information and can be used as a learning to develop a more successful change process (Beer and Eisenstat, 1996; Goldstein, 1988; Lawrence, 1954; Piderit, 2000; Waddell and Sohal, 1998). There is no doubt that resistance to change is a very important topic in the field of change management and business process engineering and can help organizations to achieve the advantages of the transformation if it is considered seriously . Considering the importance of resistance to change, this paper aims to delve deeper understanding in this field through a theoretical exposition of the concept. In this study, we analyzed the main sources of resistance to change and their relationships with types of changes. INTRODUCTION When a mature and able manager feels bored, he should seriously consider changing jobs, changing companies-or simply retiring. It is not fair to anyone for half a leader to hold a full-time leadership job. James L. Hayes People can easily be overwhelmed by change, especially within large organizations where they may perceive they have little or no voice in or control over the changes they believe are descending upon them. ( Lorenzi N. M., Riley R. T, Blyth A. J. C, Southon G, Dixon B. J, ) The typical response is fight or flight, not cooperation. Managers often interpret such human resistance to change as stubbornness or as not being on the team. This reaction solves nothing in terms of reducing resistance to change or gaining acceptance of it. Many managers do not accept that they are regarded as imposing life-threatening changes and establishing no-win adversary relationships between management and those below in the organization. Sometime managers try to disguise the impending change with what they consider innocuous names, (e.g., organizational effectiveness) or they adopt a metaphor (e.g., architecture for the future). The end result of people feeling disenfranchised is inevitable, as the exampl es of different organisations from around the world attest. (Lorenzi N. M., Riley R. T, Blyth A. J. C, Southon G, Dixon B. J,) Change is a constant in both our professional and our private lives. Children grow up taking for granted such things as powerful personal computers that we could not envision at their ages. The idea that human beings naturally resist change is deeply embedded in our thinking about change. Our language (e.g., resistance to change), our assumptions, and our mental models about change all seem to imply that something in our natures leads us to resist change. However, it is easy to find examples of human beings, from childhood on through old age, actively seeking out change of all sorts. Human beings do not necessarily resist change automatically; however, many people do resist being changed, i.e., having changes imposed on them. (Lawrence, P.R.,) Organizational change normally involves some threat, real or perceived, of personal loss for those involved. This threat may vary from job security to simply the disruption of an established routine. Furthermore, there may be tradeoffs between the long and short run. As an individual, I may clearly perceive that a particular proposed change is, in the long run, in my own best interests, and I may be very interested in seeing it happen, yet I may have short-run concerns that lead me to oppose particular aspects of the change or even the entire change project. The rate of change is escalating in virtually all organizations. The pressure is intense on anybody connected with the business world to focus time and attention on understanding the forces driving the changing environment and develop or implement the information systems needed to support the altered environment. Resistance to Change It is easy to change the things that nobody cares about. It becomes difficult when you start to change the things that people do care about or when they start to care about the things that you are changing (Lorenzi and Riley) Many authors (Lawrence, 1954; Maurer, 1996; Strebel, 1994; Waddell and Sohal, 1998; among others) have investigated that the reasons for the failure of many change initiatives can be found in resistance to change. Resistance to change is costly and time consuming into the change process which means long or short delays in any process of change (Ansoff, 1990) that are difficult to anticipate but must be taken into consideration. Resistance has also been considered as a source of information, being useful in learning how to develop a more successful change process (Beer and Eisenstat, 1996; Goldstein, 1988; Lawrence, 1954; Piderit, 2000; Waddell and Sohal, 1998). Undoubtedly, resistance to change is a key topic in change management and should be seriously considered to help the organization to achieve the advantages of the transformation. Resistance to change is an ongoing problem. At both the individual and the organizational levels, resistance to change impairs concerted efforts to improve performance. Many corporate change efforts have been initiated at tremendous cost only to be halted by resistance among the organizations employees. Organizations as a whole also manifest behaviour similar to that of individuals when faced with the need to change. The relationship between individual and organizational resistance to change is important. An organization is a complex system of relationships between people, leaders, technologies, and work processes. From this interaction emerge organizational behaviour, culture, and performance. (Maurer, R. 1996) These emergent properties and behaviors are tightly linked in two directions to the lower-level interactions. Organizational resistance to change is an emergent property, and individual resistance to change can give rise to organizational resistance. A self-reinforcing loop of increasing resistance can develop as individuals create an environment in which resistance to change is the norm. That environment in turn encourages increased resistance to change among individual employees. The self-reinforcing nature of this loop can be tremendously powerful, defeating repeated attempts to break out of it. (Maurer, R. 1996) Studies of system dynamics frequently reveal that major problems that everyone thought were external are actually the unintended consequences of internal policies. Definition of Resistance to change Zander (1950), defined resistance to change as a behavior, which is intended to protect an individual from the effects of real or imagined change. Resistance to change is an inevitable response to any major change. Individuals naturally rush to defend the status quo if they feel that their security and status are threatened. (Bolognese, 2002) Whereas Prado del Val and Fuentes say that Resistance to change is a key topic in change management and should be seriously considered to help the organizations to achieve the advantages of the transformation. (Prado del Val, Fuentes, 2003), But De Jager (2001) had described resistance to change by taking a positive approach and stated Resistance is simply a very effective, very powerful and a very useful survival mechanism. (De Jager, 2001) The factors that often lead to resistance to change These are some of those factors that often lead employees and top management resist changing. Ambiguity concerning alteration: Organization members may have a psychological resistance to change because they seek to avoid uncertainty. Past ways of doing things are well known and predictable, and the unwillingness to give up familiar tasks or relationship also cause resistance (Mabin , Forgeson Greene, 2001). Apprehension for mysterious: people become anxious when they exchange the old and familiar for something new and uncertain .A lack of information and understanding often leaves a vacuum which is filled by rumors, speculation and uncertainty. Disruption of Routine: Projected changes that disturb habitual routines or patterns are likely to encounter resistance because a persons behavior is governed largely by habits and routine when a person successfully copes with a situation, he or she will usually continue to operate in a similar manner. The known is preferred and this is especially true when the established behavior has resulted in past successes. Loss of Existing Benefits: When the change causes employees to feel pressured, they may interpret change as a loss of individual security. There may be a emotional loss a loss of prior comfort zone. Threat to Position Power: As the title implies, any change that causes a manager to lose face will always be resisted. Changes that threaten to lower the status or prestige of the individual or group will probably meet resistance. Threat to Security: Change sometimes results in a potential disadvantage to an individual employee or group, and people tend to resist changes that threaten the security of their environment. There may be concerns for the vested interests such as the loss of job, reduced promotional potential, change in career opportunities, reduction in wages etc. Redistribution of Power: A major factor in resistance to innovation is that reorganization invariably implies a redistribution of power and influence. Individuals or groups who perceive that a change will lessen their degree of influence will strongly resist such changes. Disturb existing social networks: Generally technical changes are more readily accepted When do not disturb existing social networks. Friendships, social cliques, or informal teams may be threatened by changes. Resistance to the new Technology: They perceive that new technology will add up to more of unwanted work and will contribute to increased responsibility. They oppose the new processes because they feel that the change will not solve their problems, which they are experiencing. Organizations past performance: The past performance of the change project impacts the perception of employees for the current change project, if the past change project had been introduced and was being failed. This may force them to oppose change. Lack of skill and experience: Managers are fearful about the skills, knowledge and responsibilities, which will be placed on them by the new business processes and technologies. They are also concerned about the experience to effectively manage their employees resistance. And they feel uncomfortable with their role in coping with the change. (Waddle, Sohal, 1998) Disagreement with the new way: When the pace seems too excessive and fast, most people resist. And they conclude that the solution is not the best way for fixing the prevailing problems. So they disagree specifically with the change. (Waddle, sohal, 1998) Overload of tasks: At times they even put change in terms of an additional burden. They find the change initiative as an extra work and a resource strain. Along with the duty of implementing change they are also expected to perform their daily activities and avoid bringing about changes. (Waddle, Sohal, 1998) RESISTANCE TO CHANGE -A BANE The resistance to change if ignored can have detrimental effects on the working of an organization .It is required to be fully reduced or eliminated on an individual levels as people can feign agreement to change and obtain control of change process. This would allow various mechanisms of sabotage to be employed from the inside the organizations such as they can mislead the organization members to completely stall or halt the change process. Resistance to change can also set the managers against each other, as difference of opinions may exist. This will also lead to rumors and misinformation to be spread out deliberately for setting up a conflict within the organization. This can lead to strikes and no-cooperation movements within the organization which will seriously obstruct companys plans and might prove to be the lot of production and time loss for the organization. Resistance to change can led to slowing up of processes as the people not conforming the change will deliberately delay the process by requesting further information. All such actions lead to increase in the overall costs to the organization. Resistance to change may also put the reputation of the organization at stake as those opposing the change can go to media and give statements which may not be good for companys image in the market. How to Overcome Resistance to Change Change triggers emotional reaction because of the uncertainty involved, and most Organisational change efforts run into some form of employee resistance. Resistance to change can be overcome by education and communication, participation and involvement, facilitation and support, negotiation and rewards, and coercion and manipulation. These are some importent change approaches to deal with resistance to change: Kotter and Schlesinger set out the following six (6) change approaches to deal with this resistance to change: Education and Communication Where there is a lack of information or inaccurate information and analysis. One of the best ways to overcome resistance to change is to educate people about the change effort beforehand. Up-front communication and education helps employees see the logic in the change effort. this reduces unfounded and incorrect rumors concerning the effects of change in the organization. Participation and Involvement Where the initiators do not have all the information they need to design the change and where others have considerable power to resist. When employees are involved in the change effort they are more likely to buy into change rather than resist it. This approach is likely to lower resistance and those who merely acquiesce to change. Facilitation and Support Where people are resisting change due to adjustment problems. Managers can head-off potential resistance by being supportive of employees during difficult times. Managerial support helps employees deal with fear and anxiety during a transition period. The basis of resistance to change is likely to be the perception that there some form of detrimental effect occasioned by the change in the organization. This approach is concerned with provision of special training, counseling, time off work. Negotiation and Agreement Where someone or some group may lose out in a change and where that individual or group has considerable power to resist. Managers can combat resistance by offering incentives to employees not to resist change. This can be done by allowing change resistors to veto elements of change that are threatening, or change resistors can be offered incentives to leave the company through early buyouts or retirements in order to avoid having to experience the change effort. This approach will be appropriate where those resisting change are in a position of power. Manipulation and Co-option Where other tactics will not work or are too expensive. Kotter and Schlesinger suggest that an effective manipulation technique is to co-opt with resisters. Co-option involves the patronizing gesture in bringing a person into a change management planning group for the sake of appearances rather than their substantive contribution. This often involves selecting leaders of the resisters to participate in the change effort. These leaders can be given a symbolic role in decision making without threatening the change effort. Still, if these leaders feel they are being tricked they are likely to push resistance even further than if they were never included in the change effort leadership. Explicit and Implicit Coercion Where speed is essential and to be used only as last resort. Managers can explicitly or implicitly force employees into accepting change by making clear that resisting to change can lead to losing jobs, firing, transferring or not promoting employees. RESISTANCE TO CHANGE A BOON There are some people living in a conservative world, for them change is often believed as a dangerous threat. For some of course change can be a positive thing however since most of negative cases were widely exposed more than the positive side, more people would normally be happy if changes do not take place. Change can be interpreted as promotion and demotion which leaves many feel insecure with their future employment (McGuire, 2003). They are worry about how they may have to do their work in different ways or their current salary will be subject to change (McGuire, 2003). Admittedly, behind all the change process there are organisations needs for make more profits in any possible way which often leads to job-cutting and restructuring. In business world everything is a competition. Everyone within organisation must compete both internally and externally to keep their existing job or to get a better one. Managers most of the time view resistance negatively and employees resisting to change are considered disobedient but often resistance may play a positive and useful role in any change process. Folger Skarlicki has given a positive view and said not all interventions are appropriate as implemented, the organization might be changing the wrong thing or doing it wrong. Just as conflict can sometimes be used constructively for change, legitimate resistance might bring about additional organizational change. (Skarlicki F 1999) Waddell specifically analysed this resistance issues and found that there are many idealist managers who believe that change process that occurs with only minimal resistance must have been a good change that was managed well (Waddell, 1998). She argued that this understanding is an immature perspective which leaves resistance in the negative side of the change process. She discovered that even in the early 1990s a number of management experts were still correlate resistances with counter-productive behaviors (Waddell, 1998). Waddell also found that resistance is far more complex condition than just one thought. Several minor factors may lead to a multifaceted reason why resistance exists (Waddell, 1998): Rational factor This happens when some employees are having different understanding of the outcome of the change with the management. Such condition may convey them to choose being opposition to change. Non-rational factor This reaction comes from insensible employees who simply being egoist without trying to understand the needs of Organisation in general. In this category are those with if it aint broke, dont fix it feeling (McGuire, 2003). Political factor This reaction may arise when some people are trying to politicise the change and the fact that they may be happy if they win against their opponent in decision whether change should take place or not. Management factor Of course there are possibilities where management doesnt provide adequate information which may lead to resistances. Rituals of Transition All change involves loss. In many cases, change requires at the minimum that individuals give up familiar routines. In some cases, the loss is substantial, affecting position, power, networks of friends and colleagues, and such. In all these situations, rituals of transition can be crucial in assisting people to grieve and let go of the old and move on to the new. The strategies for overcoming the barriers to change are quite diverse and touch on every aspect of the organization. No organization can begin using all the strategies at the same time or even in a short period of time. A better approach is to focus on one or two until they become part of the normal way of operating, i.e., until they become engrained in peoples habits. Only then is it time to introduce another strategy. In this way, over time, the organization gradually improves its abilities to learn rapidly, to adapt to new conditions, and to embrace change. Concluding thoughts and reflection of future role Resistance is normal and natural. As human beings we are all naturally resistant to change. This is in essence dictated by evolutionary history. Survival of the species depended upon being able to quickly scan any change for potential danger so it could be avoided if possible. As a result we are naturally danger people and when anything new pops into the environment we look to see how it might be a threat. If we perceive a threat then we avoid or resist it. Resistance emerges when there are a threat to something the individual values. The threat may be real or it may be just a perception. It may arise from a genuine understanding of the change or from misunderstanding, or even almost total ignorance about it. It is very interesting to find that despite the number of people who thought that resistance is a horrifying thing, there are some people who are trying to come up with a new and daring idea that resistant would be helpful, useful, beneficial or even constructive in someway. After investigating some of interesting and useful literatures, I realized that resistance is not just a word to use as blocking every effort of change as it sounds like there are other constrictive meanings of this word. Unfortunately I never had any experience with management jobs where I have to force any change and observe any resistance first hand, however if some day I do get opportunity to manage a team and any change initiative I will now remember that resistant can be positive helpful and rewarding. As a future management consultant, I could imagine that, I will be involved in big and hectic projects where I have to implement new systems or upgrade existing ones I can imagine minimizing the resistance will be a big task but I think if change process is initiated properly it is possible and achievable. I will try to address the problem if resistance is a problem accordingly by putting it in a positive way and educating resisters about the change process and by learning from their fears and concerns. I will try to choose the right change path so that resistance can be reduced or overcome. Easier way to lessen the resistance is by assuring the people and makes them believe, that change is inevitable and it will exciting and will bring new and positive opportunities for all. I will make sure that take them with me and not run fast so they know what is happening in organization. Bottom line is as change is inevitable thing resistance is too, so they run parallel to each other if resi stance is positive company learn and win if it is negative and can not overcome by positive means organization is loser. I would ask those with the future to understand our current needs and those with short vision to watch towards a better future. For me, I would wisely use my free-will certainly as the very last weapon (and not the first) and committed to support any constructive plans headed for a better plan in business and future personally. In this case, a brain would normally work better than a heart.

Prerequisites for Marketing Essay

In order for any organization or company to successfully market their product there are certain prerequisites that must be met. The first thing needed, is for there to be at least two parties that have a certain need which is not being met. It could be Senior that needs some daily social outlet; and an Adult Day Care that is looking to offer seniors a social outlet, included in this prerequisite there must clearly be an exchange transpiring between the two parties; The Adult Day Care will offer the senior a social outlet in exchange for a reimbursement from the seniors Insurance. The second prerequisite obviously is for one party to have the desire, or the means to fulfill the other parties needs. Last but not least there needs to be some sort of communication between the two parties, where each one learns of the others existence, and wants. A politician running for Governor must find out what the people that live in the state he is running for want. If the politician feels that the people in the state want marijuana to be legalized then he should run campaign ads saying that he will legalize marijuana. He should speak at college campuses, and hold events at places where there is known to be a high usage of marijuana use. The politicians need is to become Governor; the people’s need is for marijuana to be legalized. The politician will be able to facilitate the peoples need if they facilitate his – voting for him. A consumer that seeks physical therapy, must first make sure he has sufficient funds to pay for his physical therapy. Either from his own private funds, or he has an Insurance that will cover the costs for his physical therapy. Then he must find a rehab center that will offer him the specific physical therapy that he needs. There are several factors that a company needs to look into before choosing health coverage for its employees. The first thing is to see if the employees are willing to work without getting health benefits. If you can get good employees that don’t demand health benefits, then there is no need for the company to spend the money, providing them with health care. If the only way you can get good qualified employees, is by providing them with health care.

Foundation’s Edge CHAPTER TWENTY CONCLUSION

CONCLUSION Mayor Harla Branno had every reason for satisfaction. The state visit had not lasted long, but it had been thoroughly productive. She said, as though in deliberate attempt to avoid hubris, â€Å"We can't, of course, trust them completely.† She was watching the screen. The ships of the Fleet were, one by one, entering hyperspace and returning to their normal stations. There was no question but that Sayshell had been impressed by their presence, but they could not have failed to notice two things: one, that the ships had remained in Foundation space at all times; two, that once Branno had indicated they would leave, they were indeed leaving with celerity. On the other hand, Sayshell would not forget either that those ships could be recalled to the border at a day's notice – or less. It was a maneuver that had combined both a demonstration of power and a demonstration of goodwill. Kodell said, â€Å"Quite right, we can't trust them completely, but then no one in the Galaxy can be trusted completely and it is in the self-interest of Sayshell to observe the terms of the agreement. We have been generous.† Branno said, â€Å"A lot will depend on working out the details and I predict that will take months. The general brushstrokes can be accepted in a moment, but then come the shadings: just how we arrange for quarantine of imports and exports, how we weigh the value of their grain and cattle compared to ours, and so on.† â€Å"I know, but it will be done eventually and the credit will be yours, Mayor. It was a bold stroke and one, I admit, whose wisdom I doubted.† â€Å"Come, Liono. It was just a matter of the Foundation recognizing Sayshellian pride. They've retained a certain independence since early Imperial times. It's to be admired, actually.† â€Å"Yes, now that it will no longer inconvenience us.† â€Å"Exactly, so it was only necessary to bend our own pride to the point of making some sort of gesture to theirs. I admit it took an effort to decide that I, as Mayor of a Galaxy-straddling Federation, should condescend to visit a provincial star-grouping, but once the decision was made it didn't hurt too much. And it pleased them. We had to gamble that they would agree to the visit once we moved our ships to the border, but it meant being humble and smiling very broadly.† Kodell nodded. â€Å"We abandoned the appearance of power to preserve the essence of it.† â€Å"Exactly. – Who first said that?† â€Å"I believe it was in one of Eriden's plays, but I'm not sure. We can ask one of our literary lights back home.† â€Å"If I remember. We must speed the return visit of Sayshellians to Terminus and see to it that they are given the full treatment as equals. And I'm afraid, Liono, you will have to organize tight security for them. There is bound to be some indignation among our hotheads and it would not be wise to subject them to even slight and transient humiliation through protest demonstrations.† â€Å"Absolutely,† said Kodell. â€Å"It was a clever stroke, by the way, sending out Trevize.† â€Å"My lightning rod? He worked better than I thought he would, to be honest. He blundered his way into Sayshell and drew their lightning in the form of protests with a speed I could not have believed. Space! What an excellent excuse that made for my visit – concern lest a Foundation national in any way disturbed then and gratitude for their forbearance.† â€Å"Shrewd! – You don't think it would have been better, though, to have brought Trevize back with us?† â€Å"No. On the whole, I prefer him anywhere but at home. He would be a disturbing factor on Terminus. His nonsense about the Second Foundation served as the perfect excuse for sending him out and, of course, we counted on Pelorat to lead him to Sayshell, but I don't want him back, continuing to spread the nonsense. We can never tell what that might lead to.† Kodell chuckled. â€Å"I doubt that we can ever find anyone more gullible than an intellectual academic. I wonder how much Pelorat would have swallowed if we had encouraged him.† â€Å"Belief in the literal existence of the mythical Sayshellian Gaia was quite enough – but forget it. We will have to face the Council when we return and we will need their votes for the Sayshellian treaty. Fortunately we have Trevize's statement – voiceprint and all – to the effect that he left Terminus voluntarily. I will offer official regrets as to Trevize's brief arrest and that will satisfy the Council.† â€Å"I can rely on you for the soft soap, Mayor,† said Kodell dryly. â€Å"Have you considered, though, that Trevize may continue to search for the Second Foundation?† â€Å"Let him,† said Branno, shrugging, â€Å"as long as he doesn't do it on Terminus. It will keep him busy and get him nowhere. The Second Foundation's continued existence is our myth of the century, as Gaia is Sayshell's myth.† She leaned back and looked positively genial. â€Å"And now we have Sayshell in our grip – and by the time they see that, it will be too late for them to break the grip. So the Foundation's growth continues and will continue, smoothly and regularly.† â€Å"And the credit will be entirely yours, Mayor.† â€Å"That has not escaped my notice,† said Branno, and their ship slipped into hyperspace and reappeared in the neighborhood space of Terminus. Speaker Stor Gendibal, on his own ship again, had every reason for satisfaction. The encounter with the First Foundation had not lasted long, but it had been thoroughly productive. He had sent back his message of carefully muted triumph. It was only necessary – for the moment – to let the First Speaker know that all had gone well (as, indeed, he might guess from the fact that the general force of the Second Foundation had never had to be used after all). The details could come later on. He would describe how a careful – and very minor – adjustment to Mayor Branno's mind had turned her thoughts from imperialistic grandiosity to the practicality of commercial treaty; how a careful and rather long-distance – adjustment of the leader of the Sayshell Union had led to an invitation to the Mayor of a parley and how, thereafter, a rapprochement had been reached with no further adjustments at all with Compor returning to Terminus on his own ship, to see that the agreement would be kept. It had been, Gendibal thought complacently, almost a storybook example of large results brought about by minutely crafted mentalics. It would, he was sure, squash Speaker Delarmi flat and bring about his own elevation to First Speaker very soon after the presentation of the details at a formal meeting of the Table. And he did not deny to himself the importance of Sum Novi's presence, though that would not need to be stressed to the Speakers generally. Not only had she been essential to his victory, but she gave him the excuse he now needed for indulging his childish (and very human, for even Speakers are very human) need to exult before what he knew to be a guaranteed admiration. She did not understand anything that had happened, he knew, but she was aware that he had arranged matters to his liking and she was bursting with pride over that. He caressed the smoothness of her mind and felt the warmth of that pride. He said, â€Å"I could not have done it without you, Novi. It was because of you I could tell that the First Foundation – the people on the large ship†¦Ã¢â‚¬  â€Å"Yes, Master, I know whom you mean.† â€Å"I could tell, because of you, that they had a shield, together with weak powers of the mind. From the effect on your mind, I could tell, exactly, the characteristics of both. I could tell how most efficiently to penetrate the one and deflect the other.† Novi said tentatively, â€Å"I do not understand exactly what it is you say, Master, but I would have done much more to help, if I could.† â€Å"I know that, Novi. But what you did was enough. It is amazing how dangerous they might have been. But caught now, before either their shield or their field had been developed more strongly, they could be stopped. The Mayor goes back now, the shield and the field forgotten, satisfied over the fact that she has obtained a commercial treaty with Sayshell that will make it a working part of the Federation. I don't deny that there is much more to do to dismantle the work they have done on shield and field – it is something concerning which we have been remiss – but it will be done.† He brooded about the matter and went on in a lower voice, â€Å"We took far too much for granted with the First Foundation. We must place them under closer supervision. We must knit the Galaxy closer together somehow. We must make use of mentalics to build a closer co-operation of consciousness. That would fit the Plan. I'm convinced of that and I'll see to it.† Novi said anxiously, â€Å"Master?† Gendibal smiled suddenly. â€Å"I'm sorry. I'm talking to myself. – Novi, do you remember Rufirant?† â€Å"That bone-skulled farmer who attacked you? I should say I do.† â€Å"I'm convinced that First Foundation agents, armed with personal shields, arranged that, together with all the other anomalies that have plagued us. Imagine being blind to a thing like that. But then, I was bemused into overlooking the First Foundation altogether by this myth of a mysterious world, this Sayshellian superstition concerning Gaia. There, too, your mind came in handy. It helped me determine that the source of that mentalic field was the warship and nothing else.† He rubbed his hands. Novi said timidly, â€Å"Master?† â€Å"Yes, Novi?† â€Å"Will you not be rewarded for what you have done?† â€Å"Indeed I will. Shandess will retire and I will be First Speaker. Then will come my chance to make us an active factor in revolutionizing the Galaxy.† â€Å"First Speaker?† â€Å"Yes, Novi. I will be the most important and the most powerful scholar of them all.† â€Å"The most important?† She looked woebegone. â€Å"Why do you make a face, Novi? Don't you want me to be rewarded?† â€Å"Yes, Master, I do. – But if you are the most important scholar of them all, you will not want a Hamishwoman near you. It would not be fitting.† â€Å"Won't I, though? Who will stop me?† He felt a gush of affection for her. â€Å"Novi, you'll stay with me wherever I go and whatever I am. Do you think I would risk dealing with some of the wolves we occasionally have at the Table without your mind always there to tell me, even before they know themselves, what their emotions might be – your own innocent, absolutely smooth mind. Besides†¦Ã¢â‚¬  He seemed startled by a sudden revelation, â€Å"Even aside from that, I – I like having you with me and I intend having you with me. – That is, if you are willing.† â€Å"Oh, Master,† whispered Novi and, as his arm moved around her waist, her head sank to his shoulder. Deep within, where the enveloping mind of Novi could scarcely be aware of it, the essence of Gaia remained and guided events, but it was that impenetrable mask that made the continuance of the great task possible. And that mask – the one that belonged to a Hamishwoman – was completely happy. It was so happy that Novi was almost reconciled for the distance she was from herself/them/all, and she was content to be, for the indefinite future, what she seemed to be. Pelorat rubbed his hands and said, with carefully controlled enthusiasm, â€Å"How glad I am to be back on Gaia.† â€Å"Umm,† said Trevize abstractedly. â€Å"You know what Bliss has told me? The Mayor is going back to Terminus with a commercial treaty with Sayshell. The Speaker from the Second Foundation is going back to Trantor convinced that he has arranged it – and that woman, Novi, is going with him to see to it that the changes that will bring about Galaxia are initiated. And neither Foundation is in the least aware that Gaia exists. It's absolutely amazing.† â€Å"I know,† said Trevize. â€Å"I was told all this, too. But we know that Gaia exists and we can talk.† â€Å"Bliss doesn't think so. She says no one would believe us, and we would know that. Besides, I, for one, have no intention of ever leaving Gaia.† Trevize was pulled out of his inner musing. He looked up and said, â€Å"What?† â€Å"I'm going to stay here. – You know, I can't believe it. Just weeks ago, I was living a lonely life on Terminus, the same life I had lived for decades, immersed in my records and my thoughts and never dreaming anything but that I would go to my death, whenever it might be, still immersed in my records and my thoughts and still living my lonely life – contentedly vegetating. Then, suddenly and unexpectedly, I became a Galactic traveler; I was involved with a Galactic crisis; and – do not laugh, Golan – I have found Bliss.† â€Å"I'm not laughing, Janov,† said Trevize, â€Å"but are you sure you know what you're doing?† â€Å"Oh yes. This matter of Earth is no longer important to me. The fact that it was the only world with a diverse ecology and with intelligent life has been adequately explained. The Eternals, you know.† â€Å"Yes, I know. And you're going to stay on Gaia?† â€Å"Absolutely. Earth is the past and I'm tired of the past. Gaia is the future.† â€Å"You're not part of Gaia, Janov. Or do you think you can become part of it?† â€Å"Bliss says that I can become somewhat a part of it – intellectually if not biologically. She'll help, of course.† â€Å"But since she is part of it, how can you two find a common life, a common point of view, a common interest†¦Ã¢â‚¬  They were in the open and Trevize looked gravely at the quiet, fruitful island, and beyond it the sea, and on the horizon, purpled by distance, another island – all of it peaceful, civilized, alive, and a unit. He said, â€Å"Janov, she is a world; you are a tiny individual. What if she gets tired of you? She is young†¦Ã¢â‚¬  â€Å"Golan, I've thought of that. I've thought of nothing but that for days. I expect her to grow tired of me; I'm no romantic idiot. But whatever she gives me till then will be enough. She has already given me enough. I have received more from her than I dreamed existed in life. If I saw her no more from this moment on, I have ended the winner.† â€Å"I don't believe it,† said Trevize gently. â€Å"I think you are a romantic idiot and, mind you, I wouldn't want you any other way. Janov, we haven't known each other for long, but we've been together every moment for weeks and – I'm sorry if it sounds silly – I like you a great deal.† â€Å"And I, you, Golan,† said Pelorat. â€Å"And I don't want you hurt. I must talk to Bliss.† â€Å"No no. Please don't. You'll lecture her.† â€Å"I won't lecture her. It's not entirely to do with you – and I want to talk to her privately. Please, Janov, I don't want to do it behind your back, so grant me your willingness to have me talk to her and get a few things straight. If I am satisfied, I will give you my heartiest congratulations and goodwill – and I will forever hold my peace, whatever happens.† Pelorat shook his head. â€Å"You'll ruin things.† â€Å"I promise I won't I beg you†¦Ã¢â‚¬  â€Å"Well, But do be careful, my dear fellow, won't you?† â€Å"You have my solemn word.† Bliss said, â€Å"Pel says you want to see me.† Trevize said, â€Å"Yes.† They were indoors, in the small apartment allotted to him. She sat down gracefully, crossed her legs, and looked up at him shrewdly, her beautiful brown eyes luminous and her long, dark hair glistening. She said, â€Å"You disapprove of me, don't you? You have disapproved of me from the start.† Trevize remained standing. He said, â€Å"You are aware of minds and of their contents. You know what I think of you and why.† Slowly Bliss shook her head. â€Å"Your mind is out of bounds to Gaia. You know that. Your decision was needed and it had to be the decision of a clear and untouched mind. When your ship was first taken, I placed you and Pel within a soothing field, but that was essential. You would have been damaged – and perhaps rendered useless for a crucial time – by panic or rage. And that was all. I could never go beyond that and I haven't – so I don't know what you're thinking.† Trevize said, â€Å"The decision I had to make has been made. I decided in favor of Gaia and Galaxia. Why, then, all this talk of a clear and untouched mind? You have what you want and you can do with me now as you wish.† â€Å"Not at all, Trev. There are other decisions that may be needed in the future. You remain what you are and, while you are alive, you are a rare natural resource of the Galaxy. Undoubtedly there are others like you in the Galaxy and others like you will appear in the future, but for now we know of you – and only you. We still cannot touch you.† Trevize considered. â€Å"You are Gaia and I don't want to talk to Gaia. I want to talk to you as an individual, if that has any meaning at all.† â€Å"It has meaning. We are far from existing in a common melt. I can block off Gaia for a period of time.† â€Å"Yes,† said Trevize. â€Å"I think you can. Have you now done so?† â€Å"I have now done so.† â€Å"Then, first, let me tell you that you have played games. You did not enter my mind to influence my decision, perhaps, but you certainly entered Janov's mind to do so, didn't you?† â€Å"Do you think I did?† â€Å"I think you did. At the crucial moment, Pelorat reminded me of his own vision of the Galaxy as alive and the thought drove me on to make my decision at that moment. The thought may have been his, but yours was the mind that triggered it, was it not?† Bliss said, â€Å"The thought was in his mind, but there were many thoughts there. I smoothed the path before that reminiscence of his about the living Galaxy – and not before any other thought of his. That particular thought, therefore, slipped easily out of his consciousness and into words. Mind you, I did not create the thought. It was there.† â€Å"Nevertheless, that amounted to an indirect tampering with the perfect independence of my decision, did it not?† â€Å"Gaia felt it necessary.† â€Å"Did it? – Well, it may make you feel better – or nobler – to know that although Janov's remark persuaded me to make the decision at that moment, it was the decision I think I would have made even if he had said nothing or if he had tried to argue me into a decision of a different kind. I want you to know that.† â€Å"I am relieved,† said Bliss coolly. â€Å"Is that what you wanted to tell me when you asked to see me?† â€Å"No.† â€Å"What else is there?† Now Trevize sat down in a chair he had drawn opposite her so that their knees nearly touched. He leaned toward her. â€Å"When we approached Gaia, it was you on the space station. It was you who trapped us; you who came out to get us; you who have remained with us ever since – except for the meal with Dom, which you did not share with us. In particular, it was you on the Far Star with us, when the decision was made. Always you.† â€Å"I am Gaia.† â€Å"That does not explain it. A rabbit is Gaia. A pebble is Gaia. Everything on the planet is Gaia, but they are not all equally Gaia. Some are more equal than others. Why you?† â€Å"Why do you think?† Trevize made the plunge. He said, â€Å"Because I don't think you're Gaia. I think you're more than Gaia.† Bliss made a derisive sound with her lips. Trevize kept to his course. â€Å"At the time I was making the decision, the woman with the Speaker†¦Ã¢â‚¬  â€Å"He called her Novi.† â€Å"This Novi, then, said that Gaia was set on its course by the robots that no longer exist and that Gaia was taught to follow a version of the Three Laws of Robotics.† â€Å"That is quite true.† â€Å"And the robots no longer exist?† â€Å"So Novi said.† â€Å"So Novi did not say. I remember her exact words. She said: ‘Gaia was formed thousands of years ago with the help of robots that once, for a brief time, served The human species and now serve them no more.† â€Å"Well, Trev, doesn't that mean they exist no more?† â€Å"No, it means they serve no more. Might they not rule instead?† â€Å"Ridiculous!† â€Å"Or supervise? Why were you there at the time of the decision? You did not seem to be essential. It was Novi who conducted matters and she was Gaia. What need of you? Unless†¦Ã¢â‚¬  â€Å"Well? Unless?† â€Å"Unless you are the supervisor whose role it is to make certain that Gaia does not forget the Three Laws. Unless you are a robot, so cleverly made that you cannot be told from a human being.† â€Å"If I cannot be told from a human being, how is it you think that you can tell?† asked Bliss with a trace of sarcasm. Trevize sat back. â€Å"Do you not all assure me I have the faculty of being sure; of making decisions, seeing solutions, drawing correct conclusions. I don't claim this; it is what you say of me. Well, from the moment I saw you I felt uneasy. There was something wrong with you. I am certainly as susceptible to feminine allure as Pelorat is – more so, I should think – and you are an attractive woman in appearance. Yet not for one moment did I feel the slightest attraction.† â€Å"You devastate me.† Trevize ignored that. He said, â€Å"When you first appeared on our ship, Janov and I had been discussing the possibility of a nonhuman civilization on Gaia, and when Janov saw you, he asked, in his innocence, ‘Are you human?' Perhaps a robot must answer the truth, but I suppose it can be evasive. You merely said, ‘Don't I look human?' Yes, you look human, Bliss, but let me ask you again. Are you human?† Bliss said nothing and Trevize continued. â€Å"I think that even at that first moment, I felt you were not a woman. You are a robot and I could somehow tell. And because of my feeling, all the events that followed had meaning for me – particularly your absence from the dinner.† Bliss said, â€Å"Do you think I cannot eat, Trev? Have you forgotten I nibbled a shrimp dish on your ship? I assure you that I am able to eat and perform any of the other biological functions. – Including, before you ask, sex. And yet that in itself, I might as well tell you, does not prove that I am not a robot. Robots had reached the pitch of perfection, even thousands of years ago, where only by their brains were they distinguishable from human beings, and then only by those able to handle mentalic fields. Speaker Gendibal might have been able to tell whether I were robot or human, if he had bothered even once to consider me. Of course, he did not.† â€Å"Yet, though I am without mentalics, I am nevertheless convinced you are a robot† Bliss said, â€Å"But what if I am? I admit nothing, but I am curious. What if I am?† â€Å"You have no need to admit anything. I know you are a robot If I needed a last bit of evidence, it was your calm assurance that you could block off Gaia and speak to me as an individual. I don't think you could do that if you were part of Gaia – but you are not You are a robot supervisor and, therefore, outside of Gaia. I wonder, come to think of it, how many robot supervisors Gaia requires and possesses?† â€Å"I repeat: I admit nothing, but I am curious. What if I am a robot?† â€Å"In that case, what I want to know is: What do you want of Janov Pelorat? He is my friend and he is, in some ways, a child. He thinks he loves you; he thinks he wants only what you are willing to give and that you have already given him enough. He doesn't know – and cannot conceive – the pain of the loss of love or, for that matter, the peculiar pain of knowing that you are not human†¦Ã¢â‚¬  â€Å"Do you know the pain of lost love?† â€Å"I have had my moments. I have not led the sheltered life of Janov. I have not had my life consumed and anesthetized by an intellectual pursuit that swallowed up everything else, even wife and child. He has. Now suddenly, he gives it all up for you. I do not want him hurt. I will not have him hurt. If I have served Gaia, I deserve a reward – and my reward is your assurance that Janov Pelorat's well-being will be preserved.† â€Å"Shall I pretend I am a robot and answer you?† Trevize said, â€Å"Yes. And right now.† â€Å"Very well, then. Suppose I am a robot, Trev, and suppose I am in a position of supervision. Suppose there are a few, a very few, who have a similar role to myself and suppose we rarely meet. Suppose that our driving force is the need to care for human beings and suppose there are no true humans beings on Gaia, because all are part of an overall planetary being. â€Å"Suppose that it fulfills us to care for Gaia – but not entirely. Suppose there is something primitive in us that longs for a human being in the sense that existed when robots were first formed and designed. Don't mistake me; I do not claim to be age-old (assuming I am a robot). I am as old as I told you I was or, at least, (assuming I am a robot) that has been the term of my existence. Still, (assuming I am a robot) my fundamental design would be as it always was and I would long to care for a true human being. â€Å"Pel is a human being. He is not part of Gaia. He is too old to ever become a true part of Gaia. He wants to stay on Gaia with me, for he does not have the feelings about me that you have. He does not think that I am a robot. Well, I want him, too. If you assume that I am a robot, you see that I would. I am capable of all human reactions and I would love him. If you were to insist I was a robot, you might not consider me capable of love in some mystic human sense, but you would not be able to distinguish my reactions from that which you would call love – so what difference would it make?† She stopped and looked at him – intransigently proud. Trevize said, â€Å"You are telling me that you would not abandon him?† â€Å"If you assume that I am a robot, then you can see for yourself that by First Law I could never abandon him, unless he ordered me to do so and I were, in addition, convinced that he meant it and that I would be hurting him more by staying than by leaving.† â€Å"Would not a younger man†¦Ã¢â‚¬  â€Å"What younger man? You are a younger man, but I do not conceive you as needing me in the same sense that Pel does, and, in fact, you do not want me, so that the First Law would prevent me from attempting to cling to you.† â€Å"Not me. Another younger man†¦Ã¢â‚¬  â€Å"There is no other. Who is there on Gaia other than Pel and yourself that would qualify as human beings in the non-Gaian sense?† Trevize said, more softly, â€Å"And if you are not a robot?† â€Å"Make up your mind,† said Bliss. â€Å"I say, if you are not a robot?† â€Å"Then I say that, in that case, you have no right to say anything at all. It is for myself and for Pel to decide.† Trev said, â€Å"Then I return to my first point. I want my reward and that reward is that you will treat him well. I won't press the point of your identity. Simply assure me, as one intelligence to another, that you will treat him well.† And Bliss said softly, â€Å"I will treat him well – not as a reward to you, but because I wish to. It is my earnest desire. I will treat him well.† She called â€Å"Pel!† And again, â€Å"Pel!† Pelorat entered from outside, â€Å"Yes, Bliss.† Bliss held out her hand to him. â€Å"I think Trev wants to say something.† Pelorat took her hand and Trevize then took the doubled hand in his two. â€Å"Janov,† he said, â€Å"I am happy for both of you.† Pelorat said, â€Å"Oh, my dear fellow.† Trevize said, â€Å"I will probably be leaving Gaia. I go now to speak to Dom about that. I don't know when or if we will meet again, Janov, but, in any case, we did well together.† â€Å"We did well,† said Pelorat, smiling. â€Å"Good-bye, Bliss, and, in advance, thank you.† â€Å"Good-bye, Trev.† And Trevize, with a wave of his hand, left the house. Dom said, â€Å"You did well, Trev. – But then, you did as I thought you would.† They were once more sitting over a meal, as unsatisfactory as the first had been, but Trevize did not mind. He might not be eating on Gaia again. He said, â€Å"I did as I thought you would, but not, perhaps, for the reason you thought I would.† â€Å"Surely you were sure of the correctness of your decision.† â€Å"Yes, I was, but not because of any mystic grip I have on certainty. If I chose Galaxia, it was through ordinary reasoning – the sort of reasoning that anyone else might have used to come to a decision. Would you care to have me explain?† â€Å"I most certainly would, Trev.† Trevize said, â€Å"There were three things I might have done. I might have joined the First Foundation, or joined the Second Foundation, or joined Gaia. â€Å"If I had joined the First Foundation, Mayor Branno would have taken immediate action to establish domination over the Second Foundation and over Gaia. If I had joined the Second Foundation, Speaker Gendibal would have taken immediate action to establish domination over the First Foundation and over Gaia. In either case, what would have taken place would have been irreversible – and if either were the wrong solution, it would have been irreversibly catastrophic. â€Å"If I joined with Gaia, however, then the First Foundation and the Second Foundation would each have been left with the conviction of having won a relatively minor victory. All would then have continued as before, since the building of Galaxia, I had already been told, would take generations, even centuries. â€Å"Joining with Gaia was my way of temporizing, then, and of making sure that there would remain time to modify matters – or even reverse them – if my decision were wrong.† Dom raised his eyebrows. His old, almost cadaverous face remained otherwise expressionless. He said in his piping voice, â€Å"And is it your opinion that your decision may turn out wrong?† Trevize shrugged. â€Å"I don't think so, but there is one thing I must do in order that I might know. It is my intention to visit Earth, if I can find that world.† â€Å"We will certainly not stop you if you wish to leave us, Trev†¦Ã¢â‚¬  â€Å"I do not fit on your world.† â€Å"No more than Pel does, yet you are as welcome to remain as he is. Still, we will not hold you. – But tell me, why do you wish to visit Earth?† Trevize said, â€Å"I rather think you understand.† â€Å"I do not.† â€Å"There is a piece of information you withheld from me, Dom. Perhaps you had your reasons, but I wish you had not.† Dom said, â€Å"I do not follow you.† â€Å"Look, Dom, in order to make my decision, I used my computer and for a brief moment I found myself in touch with the minds of those about me – Mayor Branno, Speaker Gendibal, Novi. I caught glimpses of a number of matters that, in isolation, meant little to me, as, for example, the various effects Gaia, through Novi, had produced on Trantor – effects that were intended to maneuver the Speaker into going to Gaia.† â€Å"Yes?† â€Å"And one of those things was the clearing from Trantor's library of all references to Earth.† â€Å"The clearing of references to Earth?† â€Å"Exactly. So Earth must be important – and not only does it appear that the Second Foundation must know nothing about it, but that I must not, either. And if I am to take the responsibility for the direction of Galactic development, I do not willingly accept ignorance. Would you consider telling me why it was so important to keep knowledge of Earth hidden?† Dom said solemnly, â€Å"Trev, Gaia knows nothing about such clearance. Nothing!† â€Å"Are you telling me that Gaia is not responsible?† â€Å"It is not responsible.† Trevize thought for a while, the tip of his tongue moving slowly and meditatively over his lips. â€Å"Who was responsible, then?† â€Å"I don't know. I can see no purpose in it.† The two men stared at each other and then Dom said, â€Å"You are right. We had seemed to have reached a most satisfactory conclusion, but while this point remains unsettled, we dare not rest. – Stay a while with us and let us see what we can reason out. Then you can leave, with our full help.† â€Å"Thank you,† said Trevize. THE END

Court Report On Criminal Justice System Essay - 2461 Words

Court Report Submitted in partial fulfillment of the requirements of JUST-1100-W02 Criminal Justice System Process Fall 2016 by Kelsey Maynard Table of Contents Court Overview District Attorney’s Office Six-Member Jury Session Twelve-Member Jury Session Traffic Court Sessions Criminal Court Sessions Victim-Witness Assistance Program Conclusion 1 2 3 4 5 6-7 7 7-8 Court Overview Built during the summer of 2007, the new Worcester Trial Court was developed in downtown Main Street. This building is the first Comprehensive Justice Center to include all five of the trial court departments. These following five are the Superior, District, Juvenile, Housing, and Family Court. The building is the largest facility constructed ever by the state of Massachusetts. After going through the quick line of security and walking around on each level, I realized that there were twenty-six courtrooms, including the jury pool, Central Detention Area, District Attorney’s Office, and the Grand Jury Hearing Room. On the first floor, there is also a support services office in which has court clinics and a drop-off Child Care room. On all floors, there are bulletin boards with court and hearing times. While I was in the courtroom, I was able to experience great digital and video evidence presentations. During this Court House experience, I was able to visit two times within a week to visit, explore, listen to cases, and be able toShow MoreRelatedInvestigation Of The Criminal Justice Essay1571 Words   |  7 Pagesthe overview of the criminal justice, especially in America. The result from the interview of one of the fractioned for instance, the attorney in the criminal justice will be the cornerstone of this report. In this case, the Attorney’s view about criminal justice will be thoroughly analyzed and compared with other sources to bring out the bright image of the criminal justice in America. The arguments of whether there is the efficient administration of the criminal justice system, their methodologiesRead More The Criminal Justice System Essay1476 Words   |  6 PagesThe criminal justice system is composed of three parts – Police, Courts and Corrections – and all three work together to protect an individual’s rights and the rights of society to live without fear of being a victim of crime. According to merriam-webster.com, crime is defined as â€Å"an act that is forbidden or omission of a duty that is commanded by public law and that makes the offender liable to punishment by that law.† When all the three parts work together, it makes the criminal justice systemRead MoreThe United States Criminal Justice System1670 Words   |  7 PagesStates Criminal Justice System is an extremely complex, but yet extremely important part of the United States. The criminal justice system is defined as â€Å"the set of agencies and processes established by governments to control crime and impose penalties on those who violate laws). Although there are many different groups of people that make up the criminal justice system, the two main and most discussed the state division or the federal division. The state division of the criminal justice system dealsRead MoreThe Population Of The Us1721 Words   |  7 Pagesof children and youth in different classes will change accordingly. As the proportion of likable offenders rises, the juvenile justice system will display transformations in synchrony with it (OJJDP, n.d.). Criminal justice professionals explicate that demographics is not the only aspect that affects the juvenile delinquency and the operation of juvenile justice system. An additional factor is the migration of people from one state to another or influx and efflux of the people to or from the countryRead MoreCriminal Justice : It Has A Weak Social Control System For Our Safety882 Words   |  4 Pagesbelieve that Criminal justice institution; it has a weak social control system for our safety, because they are some officers that abuse of their power against the civilians. This affect or impact our society in a large distance in a way that social control system don’t have a strong system to protect use as a United States citizen from some officers that don’t do their job in the right way. After knowing that criminal justice is the last line of defense some of them abuse their power. Criminal justiceRead MoreAnnotated Bibliography On Crime And Justice1538 Words   |  7 PagesAnnotated Bibliography on Crime and Justice Crime may simply be referred to as an offense against the state or against morality and is punishable by law, while justice is the fairness practiced during judgment of cases usually in instances where crime has taken place. Crime and justice go hand in hand as commonly evident in a case whereby a criminal is apprehended and taken to a court of law, then a ruling of justice practiced on the case and fairness used in passing of judgments. In most governmentsRead MoreCriminal Justice System and Process Essay1347 Words   |  6 Pagesas Criminal Law (Law Library, 2011). Criminal law is also termed as Penal law, it comprises of rules as well as statutes that have been written by the Congress and the state legislators who deal with criminal activities (petty crimes, felonies or misdemeanors) that have a direct or indirect harm to the general public and is accompanied by penalties of these crimes, (Morrison, 2008). Criminal law is enforced by the government. Criminal law has sub-section s that include: Substantive Criminal LawRead MoreFraud Paper1704 Words   |  7 Pagesembezzlement case in civil court and criminal court, and 2) discuss the role of an expert witness/fraud examiner in each proceeding. There are two major factions of the United States court system: civil cases and criminal cases. Both take place in courtrooms all across the country, but there are several differences that separate the two as well as the role of fraud examiner in each proceeding. The major difference of the two in an embezzlement case is: 1) In a criminal court case, the opposing partiesRead MoreThe Juvenile Justice System And Juveniles1663 Words   |  7 Pagesthe criminal justice system and juveniles, there have been many landmark cases that have made a significant impact on the juvenile justice system. The cases arise from dealing with certain aspects that comes from handling juveniles entering the system. Since juveniles are very different from adults they have to deal with them a certain way and a case by case basis. The court cases concerning juveniles and the decisions that have come from them is what has made what the juvenile justice system is todayRead MoreThe Effectiveness of the Criminal Justice System in Dealing with Young Offenders1162 Words   |  5 PagesAustralia Criminal Process. Including the introduction of the theory known as Doli Incapax meaning the age of criminal reasonability, the Young Offender Act 1997 NSW as well new law regarding the rights of a child once they have been arrested. It is evident that these while some of charges are still ineffective in dealing with Young Offenders within the Criminal Justice System the majority of them are in place for the greater good and are assisting young offenders when it relates to the Criminal Justice