Perspectives Of Strategic Change Management

Perspectives Of Strategic Change Management There is one quote from Heraclitus that people frequently use when talking about business, the only constant is change itself. Change is a key feature to business environment nowadays, the ability to strategically manage change is often perceived as one of the core competencies of flourishing organizations (Burnes, 2004, Okumus and Hemmington, 1998).In the face of globalization, innovation of technology and economic fluctuations (Burnes B. , 2004), new business models and appropriate strategic responses have to be formulated in order to manage uncertainty, variability and ambiguity (Clayton et al., 2005) within the context of what DAveni(1995) called hyper-competition. However, current theories and approaches to change management are massive (Armenakis Bedeian, 1999)and often contradictory, regarding the complexity of change and significant differences in perspectives towards it (Burnes, 2004; By, 2005). Even though, it seems that aconsensushas been reached that internally or externallydriven changes are occurring regardless of shape, form or size (Burnes, 2004; Carnall, 2003; Kotter, 1996; Luecke, 2003),henceinfluence everyorganization in every industry. This articlewill critically review part of the key theories and approaches concerning organizational structure and culture, andtry to apply the frameworks discussedinto a case study to see whether they are consistent with empirical evidences. Diagnosis: Change and Managing Change Definition of Change From the origin of the concept, change is defined by Oxford English Dictionary as the act or instance of making or becoming different. It is often referred to as the movement from a current state toward a future state (George Jones, 1996). In his Management textbook, Robins defines change as an alteration in structure, technology, or people. (1994, p. 381)In this definition, structure refers to alteration in structural variables in terms of complexity, formalization, degree of centralization, etc. Technological aspect of change is related to methods or equipment involved. People, as the third concern in change, looks at theaspect of modification in attitudes, perceptions, values, or behavior (Nagaike, 1997).Taking into account the nature of both strategy and change, strategic change isdescribed as distinctionin organizations alignment with their external environmentin the shape, form, or state over a certain period of timescale(Van de Ven Poole, 1995; Rajagopalan and Spreitze, 1996 ).The alignment here denotes the fundamental pattern of present and planned resource deployments and environmental interactions that indicates how the organization will achieve its objectives(Hofer Schendel , 1978, p. 25). In thestrategic level, Pettigrew (1985)argues that within an organization, changes occurs under different situations, ranging from commercial events,to managerialinsight, options and actions, which indicate a classification both on macro and micro perspective. Managers, see the internal setting of change consists connections with structure, culture, power, and levels of control. The relevant parts of the environment (Schien, 1985)had to be re-evaluated in order to check.Change is a continuous anddistinctivefeature of organizational life, both operationally and strategically (Burnes, 2004).As a result, corporate strategy cannot be taken out fromorganizational change (Rieley Clarkson , 2001). Strategic Change Management The term strategic change management is very popular amongacademic articles together with newspapers and magazines. Joan Magretta and Nan Stone (2002) point out that coping with various changes is one of the most challenging tasks in the management arena. Moreover, comments of influential management gurus such as Peter Drucker who suggest that organizations have to command change, rather than simply reacting to it stimulated much interest in this very topic (1995). Strategic change management is defined as the process of managing the implementation of alteration in organizational strategies,by which an organization achieveseffective changes in objectives, performances, relations, procedures and organisms (Bridges, 1991), gets to its future state and attains its vision for competitive advantage. Via a process characterized as sensegiving (Gioia Chittipeddi), a vision for change is created and then disseminated(Whetten, 1984) to peple whoplay the change agents role to reach the created vision. Everett Rogers (1995) described change agents as figures with one foot in the old world and one in the new creators of a bridge across which others can travel.Strategic change management enables change agents (Weick Quinn, 1999) andother stakeholders of theorganization to access to the effective strategiesand allow for tryouts in redesigning the organization s image and identity (Mintzberg, 1989)and accomplish the new vision. Types of Change How change is perceived varies in related literature: somehas regarded it asexecuted from top-down whileothers bottom-up, some sees it an emergent phenomenon while others think it s planned (Lewin, Field Theory in Social Science, 1951); different scholars have described it as incremental, punctuated and continuous (Burnes B. , 2004) Different kinds of change call for different strategies to successfully effect and make a difference to the way things are done around here which referred to overcoming resistance to implementing organization change. Before getting into the details of managing change, it s helpful to review the types of change in organizations and then start to look at specific approaches toward change. Planned and Emergent Change Sometimes changeis classified as planned,which isrationally embarked upon and directed by organizations (Burnes B. , 2004). The term of planned change was first mentioned by psychologist Kurt Lewin (1947),to describe change as deliberate,and a product of rational thinking and actions (McGreevy, 2008). Planned change may as well be called blueprint, top-down, rational, linear change with the need for focus on revolutionary or transformational change (Hayes, 2010), and also be referred to as episodic change as opposed to continuous change (Weick Quinn, 1999). Strategically speaking, planned change s more termed second-order change, often encompassessubstitution of certain strategy with another as well as a significant survival of crisis and take into account the multiple consequences of any such changes (Buchanan Boddy, 1992)in order to distinguish from the change of doing better in what we already do (Watzlawick et al., 1974). In contrast, change sometimes is quiteunplanned. Thiskind of change is recognized as emergent change, which is ongoing and is an unpredictable process of aligning and realigning to a turbulent environment (Burnes B. , 2004). Emergent change occurs spontaneously, involving gradual process of continuous adjustment, cumulative effortmodifications in work and social context that people improvise and learn in daily basis (Hayes, 2010). Also indicatedas incremental or first order change, emergent change has an importantfeature that concerns the fact that people frequently adjusting and correcting thoughts and knowledge they obtain from internal or externalenvironments, which can accumulate and amplify then create significant changes (Weick Quinn, 1999). As discussed frequently in organizational development literature, which followed the work of Lewin (Cummings Huse , 1989), the difference between planned and emergent change helps clarify the school of thoughtsondevelopment of organizations and developmentof long-term organizationalgoals (Naderi, 2010), which is agreed with the strategic thinking of change management.Instead of being a fixed, coherent, or well-ordered process, organizational change is chaotic or uncontrolled most of the time (Iles Sutherland, 2001), often involving emergent or non-linear elements and the consequences of uncertainty andchance (Dawson, 1996). The term strategic change then, is the explanation of the magnitude of change in structure, culture, recognizing the second order effects of these changes (Pettigrew, 2000). Developmental, transitional and transformational change Change mayas well be viewed from the perspective of frequency and scope (Iles Sutherland, 2001). Ackerman (1997)outlines three types of most frequentchange in organizational literature: developmental,which is change that augments or modifiespresentfacets of an organization, highlighting on the enhancement of skills or processes in order to maintain competitive; transitional,intrusive as it bring about completely new processes or procedures to the organization. Examples of transitional change includes corporate restructuring, merger, acquisitions, new product or service designs, and instigating new technologies; and transformationalchangewhichrequires a fundamental redefinition of the organization and some of its key features including a innovative definition of the business, a different strategic orientation, oandsignificant change in terms of structure, processes, and corporate culture (Dunphy Stace, 1993). Theories in change literature are more concerned with developmental and transitional change, leaving transformational change as a difficult and unsolved when implementation is under consideration. Burnes(2004) has a slightly different classification of change, in the need to consider strategically concerning the internal and external environment, which includes:incremental, with separateorganizational segments responding progressively and independently to one problem or goal at a time; punctuated equilibrium, with evolution through relatively greater span of time of stability punctuated by shorter bursts of revolutionary change; and continuous transformational change, with the organization continuously aligning to their environment which leads to more organized management of strategic change. Cultural Perspective If real change is to occur in organizations, it has to happen at the cultural level. Culture has long been a key factor in organizational change literature. As early as the 1950s, psychologist Jaques wrote about cultural influence in a changing factory for the first time(1952). Though there is no consensus on definition, the shared values and shared patterns of understanding(Schien, 1985)embedded in the meaning of culture are at the core of organizational change.In fact, Schien s definition of culture best represents functionalist school of cultural approaches to change. He defines culture of a group as the collective or shared learning of that unit as it develops its capacity to survive in its external environment and to manage its own internal affairs (1990, p. 58). It is stated by scholars that to create effective and powerful change, organizations and individuals have toface, cultivate or challenge core cultural values, thenparticipants of the organization come up against a overwhelming change in perceptionthusturn to another direction(Dunphy Stace, 1993). Then in this sense, two steps have to be taken when we look at culture in terms of change management. First, the resistance of change from the existing culture, which requires anexplicitcomprehension of the corporate culture. The diagnosis of current culture will determine the second step, which how to change the culture and implement change at a strategic level. Johnson and Scholes: Cultural web The cultural web is a good diagnostic tool for ?looking at corporate culture. (See Figure 1) The paradigm in the center of the web is the set of core beliefs, which maintains the unity of the culture. The petals includedsoft aspects such assymbols, routines, political processes and hard counterparts as structures and control systems. They are theculture sexplicitexpressions of the impact of the paradigm(Johnson Scholes, 1999). Cultural web not only recognize current cultural layouts but alsoable to map future culture required by change. But to be critical, environment and contextual factors are more or less ignored in cultural web framework. Figure 1. Cultural web (Johnson and Scholes, 1992) Structural Perspective Opportunity and Resistance Mintzberg(1989)describes structure in a dynamic form. He points out the environmental influence on organizational structure,plus the mannerof its evolvement. It is proposed that complexity plays animportant role in organization s structure, due to its relationship tothe diversity in the environment and the variety of structures in organizations and the pace of change they are confronting. From the practical perspective,both internal and external structural aspects are accountable for organization change in some way(Miller Friesen, 1982).Guth and Ginsberg point out that industry structure affects opportunities for successful new product development(Guth Ginsberg, 1990), thus leads to the innovation and renewal of the product cycle of an organization. From inside, the structures of organizations vary. How individual and team engage and coordinate within an organization influence the ease or challenge of organizational change. It is argued by scholars that there is no perfect approach of organizing an organization (Mintzberg 1989; Drucker 1999). Situational variables involve the environment, objectives, technology, age and size of the organization. For instance,when organization s size increases, structural explanation and dignifiedmechanisms for planning, decision making, and resource allocationwill become more complex(Quinn Cameron, 1983), therefore, are able togenerate progressively greaterconfrontationand inertia to basic change(Tushman Romanelli, 1985).New markets and competitive pressures from the industry call for constant internal innovation and change of prevailing structural dimensions to enable firms to better achieve their strategicobjectives. Restructuring could be a powerful gear for change, in rearrange the resource within the organization and also give strong signals to both customers and employees that things are changing, thus helps to build a innovative image. But sometimes structural change becomes too obvious a choice, without considering other factors such as culture(Clarke, 1994); it can then be at great cost to time, morale, and also ultimately unproductive. So reorganization is not the one solution to every issue.To make it effective, one should always take into account the context of both formal and informal structures, and the bonding alignment of structure and culture, to enable individuals and organizations to cope with uncertainty, variability and ambiguity. Leavitt et al.: Four Levers of Change The organization change can be driven by various factors such as function, structure, and also value and culture alike. Leavitt et al. (1973)suggest that four levers of change constitute the sub-system in an organization, including: structure, which involves hierarchy, authority, centralization and decentralization; task, which indicates work design, uniformity, different levels ofcorporate needs, sovereignty and option; technology, which consists levels of complexity, extent of employee engagement and obligation; and people, which includes cultural aspects such as values, beliefs, attitudes, motives, etc. Force Field Analysis (Kurt Lewin,) Force field analysis provides a framework for checking structural levers in terms of inertia as well as opportunities.By looking at both sides of the organizational driven forces, Lewin s model helps to examine the barriers and resistance of change, and figure out the main facilitators. Figure 2. Force field analysis Model (Lewin, 1951) As shown in Figure 2, one party is attempting to support change driving forces and the other seeking to hold things back restraining forces. In Lewin s model, organizations are more as a dynamic balance of forces effecting in opposite ways. If change is to occur, the equilibrium has to be broken by the driving forces exceeding the restraining forces. Strategy to Change: Contextual Features and Implementation Options Organizational change is often triggered by outside driving force, so the circumstances that form the setting for change cannot be neglected in understanding and assessing strategic change management. Figure 3. Change Kaleidoscope Model (Balogun Hope Hailey , 2002) A change kaleidoscope model is discussed in regard to diagnosis of the context for change (Balogun Hope Hailey , 2002). The authors presents a framework derived from a kaleidoscope metaphoras shown in Figure3, that encompassesan outer ring which illustrate the key change context featureswhich either facilitate or confine change, as well as an inner ring concerning to options openwhen implementing a change.They carry out an analysis of needs, using judgment on what is most critical, and decide which interventions to implement and the orders to be taken. The design choices consist change start-point, change path, change style, change targetand change roles. It is notcontextual feature s impact on the design choices that matters (Balogun Hope Hailey, 2002), they need to work together in a systematic and consistent way. It is argued that the organization mechanisms such as strategy, structure, and peopleshould be aligned with each other to make an effective organization; in this sense, good strategic alignment is crucial to change (Tichy, 1985). Approaches to Change: Models and Frameworks Lewin: Three-Stage Process of Change Most theories on planned change stem from the three-phase model Lewin (1951)developed in describing how an organization undergoes change as following: * Unfreezing: readiness or willingness to accept change. * Moving: choosing appropriate strategies for change itself. * Refreezing: acceptance and stabilization of new behavior. Figure 4. Three-Stage Process of Change(Lewin, 1951) This social-psychological approach to management is about how people in an organization go about changing. First, the members of the organization have to be convinced of the necessityand demand for change, have a sense of urgency, or else nobody will be willing to move and the management will be the only ones believing in the reorganization. Second, the change has to be carried out. And finally the new situation after the second stepneed to be institutionalized, organizational members, have to embed new behavioral patterns, new working methods, new values and norms, otherwise people will soon return to their old habits prior to the change.Later descriptive models all followed this basic outline in how an organization will change. Kotter: Eight-stage Process of Creating Major Change Based on studies of why organizational change so often fails, Kotter (1996)developed the following conditions for successful change in anorganization. i. Establish a sense of urgency ii. Create the guiding coalition iii. Develop a vision and strategy iv. Communicate the change vision v. Empower employees for broad-based action vi. Generate short-term wins vii. Consolidate gains and produce more change viii. Anchor new approaches in the culture. In textbooks and journal articles on managing change numerous other multi-stage models of change management are presented (Burnes, 2009; Carnall, 2003).All of these models provide organizations with a road map for change; they illustrate what steps the organization must take for change initiatives to be adopted within their organization. Application: A Case Studyof Strategic Change Management Introduction and Background Emirates is one of the biggest international aviation service providers. Not satisfied with just being a successful airline company, it aims to evolve into a globally influential travel and tourism conglomerate. In this case, Emirates plans to open the very first Emirates Hotels and Resorts (EHR).This section first focus on the change context for EHR (which uses part of kaleidoscope framework) and followed by an analysis of the cultural dimensions of change using the cultural web framework. And then identify the implementation of change options by applying the rest of the change kaleidoscope model. Finally, a conclusion and recommendations are provided concerning the change management process at EHR. Context of Change Successfully dealt with the change problem in the beginning of its operation, the context which EHR is in should be firstly illustrated. Launched in 2006, Emirates Hotels and Resorts (EHR) isthe premier hospitality management divisionof Emirates Group. Here EHR is facing the problem of opening its flagship property within a short timescale and incongruous force on its side (Carmazzi, 2008). Time, scope, readiness, diversity and capability are identified as contextual features of particular importance in this case. Figure 5.Context of Change in EHR Resource: by author, adapted from the kaleidoscope model Time. The hotel will be welcoming its first customer in 4 weeks time so everyone is extremely busy and everyone has urgent deadlines ahead to accomplish his or her task. Scope. asks the question of what degree of change is needed. EHR has various choice for managing this change, and since the desired type of service should be cohesive with the Emirates philosophy, so top-down, transformational change is required. Readiness. Apparently, the workforce is not ready to change, employees are performing as individuals, and a cohesive way of working is then needed. Diversity. The people involved are quite diversified, but the different background will bring about conflict in service style as well as working values. Capability. Leader of this change is the administration manager, who has his own routine of work. So consultancy was hired to help manage the change. Organizational Culture As discussed in the literature review, organization s culture concerns the shared values and beliefs within it. The cultural web provides a useful perspective to assess what is happening within the company. Figure 6.The Cultural Webof EHR Before the consultancy started working, EHR was more or less in a mess: everyone was running around to get their own business done. The paradigm of EHR shows that in the situation of only 4 weeks left, there are no recognized vision, and lack of unified identity and cohesive force. Though the top and senior management did create a vision for what should be like in the future, but the power of doing their own task is still held by line managers. For example, spa manager has her distinctive view of what are the priorities from the accommodation manager. The status of work and terminologies used at work varies from group to group, individual to individual. Although managers tried hard to communicate the Emirates philosophy to formulate an exclusive service style, the busy, stressed workforce, trained in absolutely diverse background, whose running towards their own deadlines have low interest of what other people are doing, and are not buying in what is forced upon them. Change Choices The outer ring of the kaleidoscope model has been discussed above as to identify the contextual features of the change environment of EHR. That left us with the inner ring of the model, which provides a menu of design options. When change is under consideration, management, as well as other change agents, can find help within this framework.In order to cope with the change effectively, the approach the consultant agency follows can be summarized using the change choices ring in the model. Change path. The change path can range from adaption, reconstruction, evolution or revolution. In EHR s case, the consultancy think it needs a quick win due to the time limit but still not wise to carry out a major transformational turnaround. Change start-point. To start with, the consultants seek for management commitment to the result from a top-down perspective. Then by identifying real issues and key influencers within the company Change target. The attitude and behavior is the major targets of the change process. By group working and sharing, both middle managers and employees expand their psychological foundations by themselves, which lead to a more voluntary transition in attitude and way of doing things. Change style. The changing process is more of a participation style rather than direction or education, with the effort of the consultancy of bringing management and employees together. Change levers. The driven force of the change is interpersonal rather than technological or political. The concept of ownership and self-leadership is conveyed and ignites change in culture from within. Change roles. It is emphasized that every staff is responsible for the change. The key influencers perform as change agents and share with others, so other employee can relate to their own experience at work. Conclusion and Recommendation The subsystems of organizations shown in the culture web are all to do withthe levers of change. Transformational change requiresthe alignment of considerably softer levers within anorganization as well as the hardcore gears ;it is easier to succeed if paying more attention to subtle mechanisms in regard to people (Balogun Hope Hailey, Exploring Strategic Change, 1999). Here are some recommendations on the change management implication of EHR within a short timescale such as 4 weeks to 3 months. 1. Identification process of both the context and change itself should always be carried out carefully. What is happening in the environment has great influence on the nature and type of change. 2. Alignmentof individual factors of the organization should be examined to check whether a fundamental change is required to assure the change undergoes toward the strategic goals. 3. Interventions requireconscientiouslyplanningin order to eliminate the inertia and barriers to change as shown in the cultural web, to create new subsystems including structures, systems, routines, rituals, symbols, and stories. 4. Seen the weakness of an organization, in order to fix it,support from other sort of leaning such as training is required. Individuals need to go through additionalpreparation and be exposed to extra initiatives before they can accept the vision of organizational change.

The Adulteress & adulteress order

Because this portion of the gospel of John (John 7:53-8:11) does not appear in many ancient manuscripts, many scholars regard it as highly questionable (i.e. whether inspired and therefore must be included in the whole gospel of John) as to its place in the New Testament canon. Moreover, the so-called church fathers, in their writings, did not have comments for they did not, in the first place, refer to this portion of the currently widely accepted as John’s gospel.And so, early manuscripts’ (the copies of the original) forms do not include 7:53 to 8:11. If ever this periscope appears in some of the early copies, it is there in a special position, and just like many scholarly journals today, it has asterisk markings at its opening and also at its ending.Some even believe it to be Luke’s writing rather than John’s because of its structure, of which, obviously very unlikely. When one will just read through before and after, without any hunch regarding these scruples among scholars, one will not sense any inconsistency nor anything different in this contested portion.It is as much the writing of John like all of the other parts and chapters in the gospel (Constable, 2000). The pertinent question now which bears upon the readership of the gospel of John is whether this portion to be taken as authentic part of the whole (i.e. part of the inspired word of God) or not.Well, it is now beyond any shadow of doubt that the gospel of John is without a doubt the gospel of John. 1) Why was this small portion contested among scholars, 2) Why is it now well-established as authentic part, and 3) What spiritual truths is John 7:53-8:11 conveying to its readers, are the issues which will be dealt in what follows.John 7:53-8:11 – A Contested PortionAs what has been said above, scholars debate relentlessly over this portion ever since the canonicity of the New Testament scriptures has been studied. And so, because this issue has been put forth, th e concerned matter must be settled once and for all for the benefit of those who are/would be affected by it.Those who have been, at least, given the background of the gospel of John, know that the basic truth about this gospel is that it, like all the rest of the books of the canonized scriptures, was a product of the process of numerous copyings of the original autograph of its author. In the ancient biblical times, there were no publishing companies nor printing machines, and computers, as what modern day world has for its use today.Hence, the way that a manuscript was made public in those days was through the then called copyists. These professionals (they were also called â€Å"scribes†) would copy the original copy; and most of the times, because certain materials were fragile (like the papyrus) and would not last for long periods of time, these scribes would recopy the â€Å"copies† of the original.The copies nevertheless were received as good as the original by the recipients. The trustworthiness of the scribes were a given and beyond doubt in those days. The same is the case with other non-biblical writings. Such classics as the Iliad by Homer, Socrates’ Apology, Antiquities of the Jews by Josephus, and others like the historical accounts written by known ancient Roman historians, etc., were all copied and recopied.The only marked difference these ancient manuscripts have which is in total contrast to the manuscripts of the Bible is that they (i.e. non-biblical classics) are received today without cynicism by the critics. This is very much unlike any biblical manuscripts. And so, John’s gospel as it is today is a copy of many copies. Before it reached its current forms with its many translations in many different languages, it had undergone numerous recopyings.When early Christian scribes were in the process of putting together the inspired books, and when they go through John’s gospel (like perhaps the translators w ho were commissioned by King James in 1600), they incorporated the parts which they saw were rightfully belonging to John. Some of them, as was mentioned in the Introduction portion, expressed their misgivings by making this portion of John (7:53-8:11) appear like an appendix or footnote.The whole background of this pericope has made it to be irresistibly taken as it actually is (whether it was then a well established oral tradition or something else), a narrative which is to be taken as real incident which actually happened at certain point in the life of the Savior.However, in any ways, this questionable portion (for definite reason of providence) has eventually become part of John’s gospel and not anywhere in the so-called synoptic gospels (Matthew, Mark, and Luke). And so, the gospel of John is like it is today because of careful and responsible consideration on the part of the translators (McArthur, 2009).Beyond Reasonable Doubt – A Part Of John’s GospelThe re are practical considerations which can be helpful to anybody considering the issue of authenticity of John 7:53-8:11. First to be considered is the fact that it does not interrupt the flow of John’s style of writing. It actually fits his writing style.It would be observed that from chapter 5 through chapter 8, John’s pattern has been presenting a scene or incident and then proceed to Jesus’ teaching or elaborating spiritual truths. John 7:53-8:11 flows out of the same said pattern of the author. Another thing to be considered is the fact that it never (the truths taught in this pericope) contradicts the teachings of the whole Scripture.In fact, it reinforces the well-established truths about God and Jesus in the entire inspired Scripture. Being thus (John’s original writing and God’s authentic revelation), why should it be left out or considered not a genuine part of the revelation God is giving to humanity.To excise this important portion from the gospel is to deprive many of a very important account in the life of Christ which reinforces the fact of his grace towards sinners and the reality of hypocrisy which so often illusively deceives and eats the best of the religious sector of the human populace. It ought to be studied and meditated and benefited from as much as the other portions of the Bible.Apostle John wrote it to point out an occasion in the life of Jesus while ministering and backs his claims of Jesus’ divinity, it supports the whole biblical revelation, and it is legitimate part of the gospel and important part of God’s revelation.The attitude therefore among its readers should be an attitude of trust and assurance (and without any hint of a doubt) that the story of the adulteress and those Pharisees who caught her in an actual adulterous situation (probably, she’s a prostitute), who then brought her to Jesus interrupting his discourse in the temple, was a historical and inspired narrativ e of John.Spiritual TruthsOne more note as to its questionable legitimacy. Veteran pastor and scholar in his own right, John McArthur critically observed that probably the reason for early scholars hesitation to include John 7:53-8:11 was its seeming contradictory presentation of the Old Testament’s treatment of adultery (McArthur, 2009).The story appears to be condoning the adulteress for her sinful act. It seems to violate the holiness of the Savior himself. Well, it only appears to be when looked at superficially. Actually, there’s a lot to be seen and discovered in this passage. When it is treated properly, important truths about God and his redemption would surface and become obvious to the observant eyes.The scenario presented here does in no way introduce Jesus as one who disregards the issue of the woman’s life of immorality. John’s intention was not to put Jesus in a bad light. He was upholding as he writes all along the fact that God hates all f orms of sin – adultery included. The issue, however, that was pertinent to John at the moment of his writing, was not whether adultery should be tolerated or not.The issue being treated here was the Pharisaic attitude of hypocrisy. What really was happening at this point of Jesus Christ’s life and ministry was that the religious sector of the Jewish population were getting incensed at him, more especially, the Sanhedrin (this political group consisted mainly of the Pharisees).At this particular point in time, there was already a plot to assassinate Jesus. And so, speaking in context, John was highlighting at the background of his presentation of Jesus as God in the flesh, the fact that there was already a very serious hostility building among the religious and political leaders of Israel. John was trying to convey here this reality of the whole situation (7:53-8:4).This arrangement has supposed to have prepared everyone who has been following the narratives in this gos pel to the spiritual truths and lessons it is conveying.1.) Christ’s Wisdom & Humility. The first to note here about Jesus is his incredible wisdom. He knew full well what was going on in the background. He knew the Pharisees’ true intentions. Yet, in spite of this, he was able to compose himself in genuine humility. Remember that Jesus was introduced by Apostle John as God the Creator.God himself incarnated in human flesh. Look at how Jesus responded to the whole thing – the evil scheming and maneuvering all directed against this God who became flesh. If   this truth about Jesus is upheld at this junction of his life in this occasion involving all these characters in this narrative while reader reads, a deep and profound awe and admiration would inevitably overpower him/her.It’s difficult to comprehend and unbelievable to see God in the flesh in such humble attitude enduring unjustifiable hostility in the midst of the people he created. Jesus’ p rofound wisdom and humility cannot be elaborated nor will ever be explored completely in its full sense in any study of the Scripture.His wisdom and humility as they were both revealed can only be benefited from through the profound lessons they exude as they come from the fact that God the Creator showed them in his humanity.2.) Christ’s Forgiveness. This narrative shows how much God can forgive. It also shows the fact that God is not impressed with hypocritical observance of his laws and cannot be swayed by man’s superficial understanding of his commands.God who planned redemption understands in the first place the sinfulness of man – how sin has actually corrupted the entire human race. And so, in his incarnation, he knew the deception of Israel’s spiritual leaders. He knew they were self-deceived.The lesson then being conveyed in this story of the adulterous woman is the fact of humanity’s deluded perception of itself; even the best of its repr esentatives – the religious Pharisees. No one here in this incident is sinless in the eyes of Jesus.Yet, as the story unfolds, he was seen forgiving even the obvious adultery of this woman. As was noted earlier in this paper, this passage of John is not meant to condone adultery. The passage is critical of hypocritical righteousness as well as it condemns the sin of adultery in the life of the woman. Overruling all these sins is the fact that God forgives.THE STORY OF THE ADULTERESS (7:53-8:11) INTERERRUPTS THE TABERNACLES DISCLOSURES BUT HAS THEOLOGICAL CONNECTIONS WITH IT. HERE IS A CASE WHERE MANUSCRIPT EVIDENCE IS SIGNIFICANT. THIS IS PROBABLY A FLOATING GOSPEL PERICOPE WHICH ENTERED JOHN (AND LUKE) LATE.References:1. McArthur, John. John Volume 3 (12 Part Series) Jesus Confronts Hypocrisy: A Study of John 7:53-8:11 Code: 1519. Date Accessed: May 12, 2009 at http://www.gty.org/Resources/Sermons/15192. Constable, Dr. Thomas L. Notes on John. 2000 Edition. Published by DTS Publications.

Arthur Rackham Illustration Essay

Arthur Rackham (1867-1939), the most well known Illustrator of his time. His work brought life to many different stories such as the Grimm’s fairy tales, Alice’s Adventures in Wonderland and many of Shakespeare’s work. Rackham approach to these tales is full of ‘grace and grotesque’, it is often that in the same image, Rackham would have a beautiful young girl and an old wrinkled creature. The drawing also include so much raw emotion Rackham’s work possesses a style of line and colour use that were very prominent in the Art Nouveau movement (1890-1914), a style that has is starting become popular again a century later. Rackham became a full time artist at the young age of 25 as a reporter and illustrator for The Westminster Budget and also did some small book illustration jobs, but it wasn’t until he was 37 (1905) that his career took off with the publication of Rip Van Winkle. The years following his rise to fame were very productive. Making work for over 30 different tales, averaging 13 colour plates for each project. My favourite works Rackham did were his Alice’s Adventures in Wonderland. Apart from loving the story Carroll wrote, I think Rackham’s illustrations are so beautiful and fit the story perfectly. My favourite from this series of drawings is Advice from a Caterpillar. Done in 1907, the 24. 5 x 16 cm drawing is only a few cm smaller than A4 but shows such intricate line work. Bibliography http://www. alephbet. com/arthur-rackham-101. php http://www. library. pitt. edu/libraries/is/enroom/illustrators/rackham. htm http://en. wikipedia. org/wiki/Arthur_Rackham

A Look from a Broken Perspective - 2204 Words

A Look From A Broken Perspective Destruction of families all across the world is becoming more recognizable to society due to a families falling in on their selves. Everyone can see the realm of their own world cracked in some manner leading to functioning parts of the society slowing to a halt. Either this falling apart of oneself comes on by divorce or some type of dysfunctional family situation. Only the ones who express these faults to the open public are deemed as social problem. This could cause status to be formed and to put down these people. Families are supposed to be the nurturing source of life which protects its own members from harm, but not all family housing is perfect, let alone normal, considered under these†¦show more content†¦Once apart they can easily fend for themselves or find support from another source. On the other hand, families with dependent spouses and children still have to provide for their young ones long after they have left the nest. Children can not readily leave and bec ome self efficient and support themselves for the rest of their natural born lives after a families head figures have divorced. The parents could move on, but would still have to raise money to keep themselves alive while supporting their children. Depending on the many different situations one could have full custody of the children, leaving the responsibility of the support of the children to one sole parent. Another is where one spouse would be forced to pay child support, by court order, to sustain their child’s lifestyle along with the owning parent’s choice of life also. Even if both parents could not maintain their child’s need of living the child could be giving oven to another outside family member’s custody. Another method for these families is to stay together for the children’s benefit (Al-Kazi, 2008). Some spouses withstand the hardships they have brought upon themselves physically and mentally for their children’s sake. They ma y have feelings of divorce, but have come to an understanding that staying together and dealing with the problems that arise between them is a more productive situation for their children financially. ButShow MoreRelatedThe Theory Of Criminal Justice System1544 Words   |  7 Pageswork, it is critical to first be fully aware of what theories actually are. A theory is a set of interrelated variables formed into hypothesis, that specify a relationship among variables. Criminal justice is the main umbrella that all the other perspectives come under. â€Å"The theory of criminal justice involves four main philosophies that drive the policies that determine how a government handles its problems with crime. 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