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id_3400 | Indias economy grew faster than estimated last quarter, maintaining pressure on the central bank to extend its record interest-rate increases even as the global recovery weakens. Stocks, bond yields and the rupee advanced. Gross domestic product rose 7.7 percent in the three months ended June 30from a year earlier, the Central Statistical Office said in New Delhi today. That compares with a 7.8 percent climb in the previous three months. The median of 26 predictions in a Bloomberg News survey was for a 7.6 percent gain. Indias consumption has remained strong because of higher salaries and inflation may remain stubborn in the near term, the Reserve Bank of India said last week. By contrast, growth has cooled in other Asian nations such as Taiwan, South Korea and Malaysia as a faltering U. S. recovery and Europesdebt crisis curb demand for the regions exports | Every participant in the Bloomberg News surveys was accurate to within a 0.1 percent range. | n |
id_3401 | Indias economy grew faster than estimated last quarter, maintaining pressure on the central bank to extend its record interest-rate increases even as the global recovery weakens. Stocks, bond yields and the rupee advanced. Gross domestic product rose 7.7 percent in the three months ended June 30from a year earlier, the Central Statistical Office said in New Delhi today. That compares with a 7.8 percent climb in the previous three months. The median of 26 predictions in a Bloomberg News survey was for a 7.6 percent gain. Indias consumption has remained strong because of higher salaries and inflation may remain stubborn in the near term, the Reserve Bank of India said last week. By contrast, growth has cooled in other Asian nations such as Taiwan, South Korea and Malaysia as a faltering U. S. recovery and Europesdebt crisis curb demand for the regions exports | The United States and Europe have not been importing from Taiwan as much as they used to. | e |
id_3402 | Indias economy grew faster than estimated last quarter, maintaining pressure on the central bank to extend its record interest-rate increases even as the global recovery weakens. Stocks, bond yields and the rupee advanced. Gross domestic product rose 7.7 percent in the three months ended June 30from a year earlier, the Central Statistical Office said in New Delhi today. That compares with a 7.8 percent climb in the previous three months. The median of 26 predictions in a Bloomberg News survey was for a 7.6 percent gain. Indias consumption has remained strong because of higher salaries and inflation may remain stubborn in the near term, the Reserve Bank of India said last week. By contrast, growth has cooled in other Asian nations such as Taiwan, South Korea and Malaysia as a faltering U. S. recovery and Europesdebt crisis curb demand for the regions exports | The unstable U. S. and European economies have caused a cooling in all Asia economies. | c |
id_3403 | Indie game developer Lucas Pope created Papers Please, a video game where the player is an immigration officer processing people attempting to enter Arstotzka, a fictional dystopia. Released in 2013, the game was originally made for Microsoft Windows and OS X platforms. It was subsequently released for Linux and the iPad in 2014. The game is set in 1982, and gameplay involves the player processing largenumbers of applicants attempting to enter the country, through checking various pieces of paperwork. This is intended to keep criminals out, whether they are terrorists or drug smugglers. When looking through the applicants papers, discrepancies may be discovered: the player must then enquire about these and may go on to use other tools, such as a body scanner and finger printing to discover the truth of the candidates motives. Applicants may attempt to bribe the officer in order to get through. Ultimately, the game player must stamp candidates passports, either accepting into or rejecting them from the country. Their work is being monitored, however: after two false acceptances/rejections, the player will be pecuniarily punished, with their days wages being decreased in response to their administrative sloppiness. They have a limited amount of time, representing each day, to work, during which they will be paid in accordance to the number of people processed. Which of the following statements is best supported by the above passage: Lucas Pope created the Papers Please for a small games company. Papers Please is a multi-platform game. Arstotzka is a fictionalized version of an ex-Soviet block state. The game gained significant media attention in 2014. | The gameplayer will ultimately be responsible for multiple arrests. | c |
id_3404 | Indie game developer Lucas Pope created Papers Please, a video game where the player is an immigration officer processing people attempting to enter Arstotzka, a fictional dystopia. Released in 2013, the game was originally made for Microsoft Windows and OS X platforms. It was subsequently released for Linux and the iPad in 2014. The game is set in 1982, and gameplay involves the player processing largenumbers of applicants attempting to enter the country, through checking various pieces of paperwork. This is intended to keep criminals out, whether they are terrorists or drug smugglers. When looking through the applicants papers, discrepancies may be discovered: the player must then enquire about these and may go on to use other tools, such as a body scanner and finger printing to discover the truth of the candidates motives. Applicants may attempt to bribe the officer in order to get through. Ultimately, the game player must stamp candidates passports, either accepting into or rejecting them from the country. Their work is being monitored, however: after two false acceptances/rejections, the player will be pecuniarily punished, with their days wages being decreased in response to their administrative sloppiness. They have a limited amount of time, representing each day, to work, during which they will be paid in accordance to the number of people processed. Which of the following statements is best supported by the above passage: Lucas Pope created the Papers Please for a small games company. Papers Please is a multi-platform game. Arstotzka is a fictionalized version of an ex-Soviet block state. The game gained significant media attention in 2014. | The gameplayer will not be forgiven for their mistakes. | c |
id_3405 | Indie game developer Lucas Pope created Papers Please, a video game where the player is an immigration officer processing people attempting to enter Arstotzka, a fictional dystopia. Released in 2013, the game was originally made for Microsoft Windows and OS X platforms. It was subsequently released for Linux and the iPad in 2014. The game is set in 1982, and gameplay involves the player processing largenumbers of applicants attempting to enter the country, through checking various pieces of paperwork. This is intended to keep criminals out, whether they are terrorists or drug smugglers. When looking through the applicants papers, discrepancies may be discovered: the player must then enquire about these and may go on to use other tools, such as a body scanner and finger printing to discover the truth of the candidates motives. Applicants may attempt to bribe the officer in order to get through. Ultimately, the game player must stamp candidates passports, either accepting into or rejecting them from the country. Their work is being monitored, however: after two false acceptances/rejections, the player will be pecuniarily punished, with their days wages being decreased in response to their administrative sloppiness. They have a limited amount of time, representing each day, to work, during which they will be paid in accordance to the number of people processed. Which of the following statements is best supported by the above passage: Lucas Pope created the Papers Please for a small games company. Papers Please is a multi-platform game. Arstotzka is a fictionalized version of an ex-Soviet block state. The game gained significant media attention in 2014. | The gameplayer may be subject to fiscal penalisation. | e |
id_3406 | Indie game developer Lucas Pope created Papers Please, a video game where the player is an immigration officer processing people attempting to enter Arstotzka, a fictional dystopia. Released in 2013, the game was originally made for Microsoft Windows and OS X platforms. It was subsequently released for Linux and the iPad in 2014. The game is set in 1982, and gameplay involves the player processing largenumbers of applicants attempting to enter the country, through checking various pieces of paperwork. This is intended to keep criminals out, whether they are terrorists or drug smugglers. When looking through the applicants papers, discrepancies may be discovered: the player must then enquire about these and may go on to use other tools, such as a body scanner and finger printing to discover the truth of the candidates motives. Applicants may attempt to bribe the officer in order to get through. Ultimately, the game player must stamp candidates passports, either accepting into or rejecting them from the country. Their work is being monitored, however: after two false acceptances/rejections, the player will be pecuniarily punished, with their days wages being decreased in response to their administrative sloppiness. They have a limited amount of time, representing each day, to work, during which they will be paid in accordance to the number of people processed. Which of the following statements is best supported by the above passage: Lucas Pope created the Papers Please for a small games company. Papers Please is a multi-platform game. Arstotzka is a fictionalized version of an ex-Soviet block state. The game gained significant media attention in 2014. | The gameplayer solely makes money through processing applicants. | c |
id_3407 | Individuals of all ages need to ensure they engage in at least 30 minutes of exercise per day, at least 5 days per week. | Individuals are responsible for the amount of exercise they undertake | e |
id_3408 | Individuals of all ages need to ensure they engage in at least 30 minutes of exercise per day, at least 5 days per week. | Exercise is essential for maintaining good health at all ages. | n |
id_3409 | Individuals of all ages need to ensure they engage in at least 30 minutes of exercise per day, at least 5 days per week. | 20 minutes of exercise per day is insufficient. | e |
id_3410 | Individuals who are responsible for databases that hold information about people are now bound by the Data Protection Act (PDA). This Act covers any information stored on a computer that identifies a living individual. Companies holding such information must, under the Terms of the Act, make sure that they take adequate care of the data, both technically and in terms of the behaviour of the organisation. The personal data stored has to be protected from loss, destruction or damage. | Data about named individuals who have left a company is not subject to the Act. | c |
id_3411 | Individuals who are responsible for databases that hold information about people are now bound by the Data Protection Act (PDA). This Act covers any information stored on a computer that identifies a living individual. Companies holding such information must, under the Terms of the Act, make sure that they take adequate care of the data, both technically and in terms of the behaviour of the organisation. The personal data stored has to be protected from loss, destruction or damage. | Damage to data held about named individuals represents the biggest threat to its proper management. | n |
id_3412 | Individuals who are responsible for databases that hold information about people are now bound by the Data Protection Act (PDA). This Act covers any information stored on a computer that identifies a living individual. Companies holding such information must, under the Terms of the Act, make sure that they take adequate care of the data, both technically and in terms of the behaviour of the organisation. The personal data stored has to be protected from loss, destruction or damage. | As long as any data about a named individual is managed in a technically adequate way, there are no other restrictions as to how it can be used or handled. | c |
id_3413 | Individuals who are responsible for databases that hold information about people are now bound by the Data Protection Act (PDA). This Act covers any information stored on a computer that identifies a living individual. Companies holding such information must, under the Terms of the Act, make sure that they take adequate care of the data, both technically and in terms of the behaviour of the organisation. The personal data stored has to be protected from loss, destruction or damage. | Any information stored about a named individual currently working for an organisation is subject to the Data Protection Act. | e |
id_3414 | Information on Photocopying In Information Services provide a Prepaid Services Card system for student and staff use of photocopiers and associated equipment in the Library, and use of laser printers in B Block. The same system has recently been installed in the Student Representative Council (SRC) for use with photocopiers there. The system uses a plastic card similar to a keycard. Each card, called a Prepaid Services Card, has a unique, six-digit account number that accesses the system. Initially, students and other users will have to purchase a Prepaid Services Card from a teller machine located in the Library or B Block Computer Labs. The Prepaid Services Card costs $2.00. It is important that you keep a record of your cards account number and sign your name or write your student ID number on the card. Users prepay for Library, Computer Lab or SRC services by adding value to their Prepaid Services Card. There are no refunds, so only add value for the amount of prepaid services you intend to use. The maximum amount of prepaid services or value that can be added to a card is $50.00. Two note and coin teller machines have been installed, one in the photocopy room on Level 2 of the Library and the other in the B Block Computer Labs. These teller machines accept any denomination of coins or notes up to $50.00. The SRC has a smaller, coin only, teller machine. When a new card is purchased, the Library and B Block Computer Labs teller machines automatically issue a receipt to the user. However, when adding credit to your existing card the printing of receipts is optional. For added security, a card user may choose to allocate a PIN or Personal Identification Number to their Prepaid Services Card. The PIN must then be entered each time the card is used. | You can only buy a Prepaid Services Card at the Library. | c |
id_3415 | Information on Photocopying In Information Services provide a Prepaid Services Card system for student and staff use of photocopiers and associated equipment in the Library, and use of laser printers in B Block. The same system has recently been installed in the Student Representative Council (SRC) for use with photocopiers there. The system uses a plastic card similar to a keycard. Each card, called a Prepaid Services Card, has a unique, six-digit account number that accesses the system. Initially, students and other users will have to purchase a Prepaid Services Card from a teller machine located in the Library or B Block Computer Labs. The Prepaid Services Card costs $2.00. It is important that you keep a record of your cards account number and sign your name or write your student ID number on the card. Users prepay for Library, Computer Lab or SRC services by adding value to their Prepaid Services Card. There are no refunds, so only add value for the amount of prepaid services you intend to use. The maximum amount of prepaid services or value that can be added to a card is $50.00. Two note and coin teller machines have been installed, one in the photocopy room on Level 2 of the Library and the other in the B Block Computer Labs. These teller machines accept any denomination of coins or notes up to $50.00. The SRC has a smaller, coin only, teller machine. When a new card is purchased, the Library and B Block Computer Labs teller machines automatically issue a receipt to the user. However, when adding credit to your existing card the printing of receipts is optional. For added security, a card user may choose to allocate a PIN or Personal Identification Number to their Prepaid Services Card. The PIN must then be entered each time the card is used. | The smallest amount that can be added to the Prepaid Services Card at the Library teller machine is $5. | n |
id_3416 | Information on Photocopying In Information Services provide a Prepaid Services Card system for student and staff use of photocopiers and associated equipment in the Library, and use of laser printers in B Block. The same system has recently been installed in the Student Representative Council (SRC) for use with photocopiers there. The system uses a plastic card similar to a keycard. Each card, called a Prepaid Services Card, has a unique, six-digit account number that accesses the system. Initially, students and other users will have to purchase a Prepaid Services Card from a teller machine located in the Library or B Block Computer Labs. The Prepaid Services Card costs $2.00. It is important that you keep a record of your cards account number and sign your name or write your student ID number on the card. Users prepay for Library, Computer Lab or SRC services by adding value to their Prepaid Services Card. There are no refunds, so only add value for the amount of prepaid services you intend to use. The maximum amount of prepaid services or value that can be added to a card is $50.00. Two note and coin teller machines have been installed, one in the photocopy room on Level 2 of the Library and the other in the B Block Computer Labs. These teller machines accept any denomination of coins or notes up to $50.00. The SRC has a smaller, coin only, teller machine. When a new card is purchased, the Library and B Block Computer Labs teller machines automatically issue a receipt to the user. However, when adding credit to your existing card the printing of receipts is optional. For added security, a card user may choose to allocate a PIN or Personal Identification Number to their Prepaid Services Card. The PIN must then be entered each time the card is used. | The Prepaid Services Card can be used to pay library fines. | n |
id_3417 | Information on Photocopying In Information Services provide a Prepaid Services Card system for student and staff use of photocopiers and associated equipment in the Library, and use of laser printers in B Block. The same system has recently been installed in the Student Representative Council (SRC) for use with photocopiers there. The system uses a plastic card similar to a keycard. Each card, called a Prepaid Services Card, has a unique, six-digit account number that accesses the system. Initially, students and other users will have to purchase a Prepaid Services Card from a teller machine located in the Library or B Block Computer Labs. The Prepaid Services Card costs $2.00. It is important that you keep a record of your cards account number and sign your name or write your student ID number on the card. Users prepay for Library, Computer Lab or SRC services by adding value to their Prepaid Services Card. There are no refunds, so only add value for the amount of prepaid services you intend to use. The maximum amount of prepaid services or value that can be added to a card is $50.00. Two note and coin teller machines have been installed, one in the photocopy room on Level 2 of the Library and the other in the B Block Computer Labs. These teller machines accept any denomination of coins or notes up to $50.00. The SRC has a smaller, coin only, teller machine. When a new card is purchased, the Library and B Block Computer Labs teller machines automatically issue a receipt to the user. However, when adding credit to your existing card the printing of receipts is optional. For added security, a card user may choose to allocate a PIN or Personal Identification Number to their Prepaid Services Card. The PIN must then be entered each time the card is used. | Notes and coins can be used in all teller machines. | c |
id_3418 | Information on Photocopying In Information Services provide a Prepaid Services Card system for student and staff use of photocopiers and associated equipment in the Library, and use of laser printers in B Block. The same system has recently been installed in the Student Representative Council (SRC) for use with photocopiers there. The system uses a plastic card similar to a keycard. Each card, called a Prepaid Services Card, has a unique, six-digit account number that accesses the system. Initially, students and other users will have to purchase a Prepaid Services Card from a teller machine located in the Library or B Block Computer Labs. The Prepaid Services Card costs $2.00. It is important that you keep a record of your cards account number and sign your name or write your student ID number on the card. Users prepay for Library, Computer Lab or SRC services by adding value to their Prepaid Services Card. There are no refunds, so only add value for the amount of prepaid services you intend to use. The maximum amount of prepaid services or value that can be added to a card is $50.00. Two note and coin teller machines have been installed, one in the photocopy room on Level 2 of the Library and the other in the B Block Computer Labs. These teller machines accept any denomination of coins or notes up to $50.00. The SRC has a smaller, coin only, teller machine. When a new card is purchased, the Library and B Block Computer Labs teller machines automatically issue a receipt to the user. However, when adding credit to your existing card the printing of receipts is optional. For added security, a card user may choose to allocate a PIN or Personal Identification Number to their Prepaid Services Card. The PIN must then be entered each time the card is used. | A PIN is allocated when you purchase your Prepaid Services Card. | c |
id_3419 | Information on Photocopying In Information Services provide a Prepaid Services Card system for student and staff use of photocopiers and associated equipment in the Library, and use of laser printers in B Block. The same system has recently been installed in the Student Representative Council (SRC) for use with photocopiers there. The system uses a plastic card similar to a keycard. Each card, called a Prepaid Services Card, has a unique, six-digit account number that accesses the system. Initially, students and other users will have to purchase a Prepaid Services Card from a teller machine located in the Library or B Block Computer Labs. The Prepaid Services Card costs $2.00. It is important that you keep a record of your cards account number and sign your name or write your student ID number on the card. Users prepay for Library, Computer Lab or SRC services by adding value to their Prepaid Services Card. There are no refunds, so only add value for the amount of prepaid services you intend to use. The maximum amount of prepaid services or value that can be added to a card is $50.00. Two note and coin teller machines have been installed, one in the photocopy room on Level 2 of the Library and the other in the B Block Computer Labs. These teller machines accept any denomination of coins or notes up to $50.00. The SRC has a smaller, coin only, teller machine. When a new card is purchased, the Library and B Block Computer Labs teller machines automatically issue a receipt to the user. However, when adding credit to your existing card the printing of receipts is optional. For added security, a card user may choose to allocate a PIN or Personal Identification Number to their Prepaid Services Card. The PIN must then be entered each time the card is used. | Prepaid Services Cards are in use in three locations. | e |
id_3420 | Information theory - the big idea Information theory lies at the heart of everything - from DVD players and the genetic code of DNA to the physics of the universe at its most fundamental. It has been central to the development of the science of communication, which enables data to be sent electronically and has therefore had a major impact on our lives In April 2002 an event took place which demonstrated one of the many applications of information theory. The space probe, Voyager I, launched in 1977, had sent back spectacular images of Jupiter and Saturn and then soared out of the Solar System on a one-way mission to the stars. After 25 years of exposure to the freezing temperatures of deep space, the probe was beginning to show its age. Sensors and circuits were on the brink of failing and NASA experts realised that they had to do something or lose contact with their probe forever. The solution was to get a message to Voyager I to instruct it to use spares to change the failing parts. With the probe 12 billion kilometres from Earth, this was not an easy task. By means of a radio dish belonging to NASAs Deep Space Network, the message was sent out into the depths of space. Even travelling at the speed of light, it took over 11 hours to reach its target, far beyond the orbit of Pluto. Yet, incredibly, the little probe managed to hear the faint call from its home planet, and successfully made the switchover. It was the longest-distance repair job in history, and a triumph for the NASA engineers. But it also highlighted the astonishing power of the techniques developed by American communications engineer Claude Shannon, who had died just a year earlier. Born in 1916 in Petoskey, Michigan, Shannon showed an early talent for maths and for building gadgets, and made breakthroughs in the foundations of computer technology when still a student. While at Bell Laboratories, Shannon developed information theory, but shunned the resulting acclaim. In the 1940s, he single-handedly created an entire science of communication which has since inveigled its way into a host of applications, from DVDs to satellite communications to bar codes - any area, in short, where data has to be conveyed rapidly yet accurately. This all seems light years away from the down-to-earth uses Shannon originally had for his work, which began when he was a 22-year-old graduate engineering student at the prestigious Massachusetts Institute of Technology in 1939. He set out with an apparently simple aim: to pin down the precise meaning of the concept of information. The most basic form of information, Shannon argued, is whether something is true or false - which can be captured in the binary unit, or bit, of the form 1 or 0. Having identified this fundamental unit, Shannon set about defining otherwise vague ideas about information and how to transmit it from place to place. In the process he discovered something surprising: it is always possible to guarantee information will get through random interference - noise - intact. Noise usually means unwanted sounds which interfere with genuine information. Information theory generalises this idea via theorems that capture the effects of noise with mathematical precision. In particular, Shannon showed that noise sets a limit on the rate at which information can pass along communication channels while remaining error-free. This rate depends on the relative strengths of the signal and noise travelling down the communication channel, and on its capacity (its bandwidth). The resulting limit, given in units of bits per second, is the absolute maximum rate of error-free communication given signal strength and noise level. The trick, Shannon showed, is to find ways of packaging up - coding - information to cope with the ravages of noise, while staying within the information-carrying capacity - bandwidth - of the communication system being used. Over the years scientists have devised many such coding methods, and they have proved crucial in many technological feats. The Voyager spacecraft transmitted data using codes which added one extra bit for every 34single bit of information; the result was an error rate of just one bit in 10,000 - and stunningly clear pictures of the planets. Other codes have become part of everyday life - such as the Universal Product Code, or bar code, which uses a simple error-detecting system that ensures supermarket check-out lasers can read the price even on, say, a crumpled bag of crisps. As recently as 1993, engineers made a major breakthrough by discovering so-called turbo codes - which come very close to Shannons ultimate limit for the maximum rate that data can be transmitted reliably, and now play a key role in the mobile videophone revolution. Shannon also laid the foundations of more efficient ways of storing information, by stripping out superfluous (redundant) bits from data which contributed little real information. As mobile phone text messages like I CN C U show, it is often possible to leave out a lot of data without losing much meaning. As with error correction, however, theres a limit beyond which messages become too ambiguous. Shannon showed how to calculate this limit, opening the way to the design of compression methods that cram maximum information into the minimum space. | The concept of describing something as true or false was the starting point for Shannon in his attempts to send messages over distances. | e |
id_3421 | Information theory - the big idea Information theory lies at the heart of everything - from DVD players and the genetic code of DNA to the physics of the universe at its most fundamental. It has been central to the development of the science of communication, which enables data to be sent electronically and has therefore had a major impact on our lives In April 2002 an event took place which demonstrated one of the many applications of information theory. The space probe, Voyager I, launched in 1977, had sent back spectacular images of Jupiter and Saturn and then soared out of the Solar System on a one-way mission to the stars. After 25 years of exposure to the freezing temperatures of deep space, the probe was beginning to show its age. Sensors and circuits were on the brink of failing and NASA experts realised that they had to do something or lose contact with their probe forever. The solution was to get a message to Voyager I to instruct it to use spares to change the failing parts. With the probe 12 billion kilometres from Earth, this was not an easy task. By means of a radio dish belonging to NASAs Deep Space Network, the message was sent out into the depths of space. Even travelling at the speed of light, it took over 11 hours to reach its target, far beyond the orbit of Pluto. Yet, incredibly, the little probe managed to hear the faint call from its home planet, and successfully made the switchover. It was the longest-distance repair job in history, and a triumph for the NASA engineers. But it also highlighted the astonishing power of the techniques developed by American communications engineer Claude Shannon, who had died just a year earlier. Born in 1916 in Petoskey, Michigan, Shannon showed an early talent for maths and for building gadgets, and made breakthroughs in the foundations of computer technology when still a student. While at Bell Laboratories, Shannon developed information theory, but shunned the resulting acclaim. In the 1940s, he single-handedly created an entire science of communication which has since inveigled its way into a host of applications, from DVDs to satellite communications to bar codes - any area, in short, where data has to be conveyed rapidly yet accurately. This all seems light years away from the down-to-earth uses Shannon originally had for his work, which began when he was a 22-year-old graduate engineering student at the prestigious Massachusetts Institute of Technology in 1939. He set out with an apparently simple aim: to pin down the precise meaning of the concept of information. The most basic form of information, Shannon argued, is whether something is true or false - which can be captured in the binary unit, or bit, of the form 1 or 0. Having identified this fundamental unit, Shannon set about defining otherwise vague ideas about information and how to transmit it from place to place. In the process he discovered something surprising: it is always possible to guarantee information will get through random interference - noise - intact. Noise usually means unwanted sounds which interfere with genuine information. Information theory generalises this idea via theorems that capture the effects of noise with mathematical precision. In particular, Shannon showed that noise sets a limit on the rate at which information can pass along communication channels while remaining error-free. This rate depends on the relative strengths of the signal and noise travelling down the communication channel, and on its capacity (its bandwidth). The resulting limit, given in units of bits per second, is the absolute maximum rate of error-free communication given signal strength and noise level. The trick, Shannon showed, is to find ways of packaging up - coding - information to cope with the ravages of noise, while staying within the information-carrying capacity - bandwidth - of the communication system being used. Over the years scientists have devised many such coding methods, and they have proved crucial in many technological feats. The Voyager spacecraft transmitted data using codes which added one extra bit for every 34single bit of information; the result was an error rate of just one bit in 10,000 - and stunningly clear pictures of the planets. Other codes have become part of everyday life - such as the Universal Product Code, or bar code, which uses a simple error-detecting system that ensures supermarket check-out lasers can read the price even on, say, a crumpled bag of crisps. As recently as 1993, engineers made a major breakthrough by discovering so-called turbo codes - which come very close to Shannons ultimate limit for the maximum rate that data can be transmitted reliably, and now play a key role in the mobile videophone revolution. Shannon also laid the foundations of more efficient ways of storing information, by stripping out superfluous (redundant) bits from data which contributed little real information. As mobile phone text messages like I CN C U show, it is often possible to leave out a lot of data without losing much meaning. As with error correction, however, theres a limit beyond which messages become too ambiguous. Shannon showed how to calculate this limit, opening the way to the design of compression methods that cram maximum information into the minimum space. | Products have now been developed which can convey more information than Shannon had anticipated as possible. | e |
id_3422 | Information theory - the big idea Information theory lies at the heart of everything - from DVD players and the genetic code of DNA to the physics of the universe at its most fundamental. It has been central to the development of the science of communication, which enables data to be sent electronically and has therefore had a major impact on our lives In April 2002 an event took place which demonstrated one of the many applications of information theory. The space probe, Voyager I, launched in 1977, had sent back spectacular images of Jupiter and Saturn and then soared out of the Solar System on a one-way mission to the stars. After 25 years of exposure to the freezing temperatures of deep space, the probe was beginning to show its age. Sensors and circuits were on the brink of failing and NASA experts realised that they had to do something or lose contact with their probe forever. The solution was to get a message to Voyager I to instruct it to use spares to change the failing parts. With the probe 12 billion kilometres from Earth, this was not an easy task. By means of a radio dish belonging to NASAs Deep Space Network, the message was sent out into the depths of space. Even travelling at the speed of light, it took over 11 hours to reach its target, far beyond the orbit of Pluto. Yet, incredibly, the little probe managed to hear the faint call from its home planet, and successfully made the switchover. It was the longest-distance repair job in history, and a triumph for the NASA engineers. But it also highlighted the astonishing power of the techniques developed by American communications engineer Claude Shannon, who had died just a year earlier. Born in 1916 in Petoskey, Michigan, Shannon showed an early talent for maths and for building gadgets, and made breakthroughs in the foundations of computer technology when still a student. While at Bell Laboratories, Shannon developed information theory, but shunned the resulting acclaim. In the 1940s, he single-handedly created an entire science of communication which has since inveigled its way into a host of applications, from DVDs to satellite communications to bar codes - any area, in short, where data has to be conveyed rapidly yet accurately. This all seems light years away from the down-to-earth uses Shannon originally had for his work, which began when he was a 22-year-old graduate engineering student at the prestigious Massachusetts Institute of Technology in 1939. He set out with an apparently simple aim: to pin down the precise meaning of the concept of information. The most basic form of information, Shannon argued, is whether something is true or false - which can be captured in the binary unit, or bit, of the form 1 or 0. Having identified this fundamental unit, Shannon set about defining otherwise vague ideas about information and how to transmit it from place to place. In the process he discovered something surprising: it is always possible to guarantee information will get through random interference - noise - intact. Noise usually means unwanted sounds which interfere with genuine information. Information theory generalises this idea via theorems that capture the effects of noise with mathematical precision. In particular, Shannon showed that noise sets a limit on the rate at which information can pass along communication channels while remaining error-free. This rate depends on the relative strengths of the signal and noise travelling down the communication channel, and on its capacity (its bandwidth). The resulting limit, given in units of bits per second, is the absolute maximum rate of error-free communication given signal strength and noise level. The trick, Shannon showed, is to find ways of packaging up - coding - information to cope with the ravages of noise, while staying within the information-carrying capacity - bandwidth - of the communication system being used. Over the years scientists have devised many such coding methods, and they have proved crucial in many technological feats. The Voyager spacecraft transmitted data using codes which added one extra bit for every 34single bit of information; the result was an error rate of just one bit in 10,000 - and stunningly clear pictures of the planets. Other codes have become part of everyday life - such as the Universal Product Code, or bar code, which uses a simple error-detecting system that ensures supermarket check-out lasers can read the price even on, say, a crumpled bag of crisps. As recently as 1993, engineers made a major breakthrough by discovering so-called turbo codes - which come very close to Shannons ultimate limit for the maximum rate that data can be transmitted reliably, and now play a key role in the mobile videophone revolution. Shannon also laid the foundations of more efficient ways of storing information, by stripping out superfluous (redundant) bits from data which contributed little real information. As mobile phone text messages like I CN C U show, it is often possible to leave out a lot of data without losing much meaning. As with error correction, however, theres a limit beyond which messages become too ambiguous. Shannon showed how to calculate this limit, opening the way to the design of compression methods that cram maximum information into the minimum space. | The amount of information that can be sent in a given time period is determined with reference to the signal strength and noise level. | e |
id_3423 | Information theory-the big idea. Information theory lies at the heart of everything from DVD players and the genetic code of DNA to the physics of the universe at its most fundamental. It has been central to the development of the science of communication, which enables data to be sent electronically and has therefore had a major impact on our lives In April 2002 an event took place which demonstrated one of the many applications of information theory. The space probe, Voyager I, launched in 1997, had sent back spectacular images of Jupiter and Saturn and then soared out of the Solar System on a one-way mission to the stars. After 25 years of exposure to the freezing temperatures of deep space, the probe was beginning to show its age. Sensors and circuits were on the brink of failing and NASA experts realized that they had to do something or lose contact with their probe forever. The solution was to get a message to Voyager I to instruct it to use spares to change the failing parts. With the probe 12 billion kilometers from Earth, this was not an easy task. By means of a radio dish belonging to NASAs Deep Space Network, the message was sent out into the depths of space. Even travelling at the speed of light, it took over 11 hours to reach its target, far beyond the orbit of Pluto. Yet, incredibly, the little probe managed to hear the faint call from its home planet, and successfully made the switchover. It was the longest-distance repair job in history, and a triumph for the NASA engineers. But it also highlighted the astonishing power of the techniques developed by American communications engineer Claude Shannon, who had died just a year earlier. Born in 1916 in Petoskey, Michigan, Shannon showed an early talent for maths and for building gadgets, and made breakthroughs in the foundations of computer technology when still a student. While at Bell Laboratories, Shannon developed information theory, but shunned the resulting acclaim. In the 1940s, he single-handedly created an entire science of communication which has since inveigled its way into a host of applications, from DVDs to satellite communications to bar codes any area, in short, where data has to be conveyed rapidly yet accurately. This all seems light years away from the down-to-earth uses Shannon originally had for his work, which began when he was a 22-year-old graduate engineering student at the prestigious Massachusetts Institute of Technology in 1939. He set out with an apparently simple aim: to pin down the precise meaning of the concept of information. The most basic form of information, Shannon argued, is whether something is true or false which can be captured in the binary unit, or bit, of the form 1 or 0. Having identified this fundamental unit, Shannon set about defining otherwise vague ideas about information and how to transmit it from place to place. In the process he discovered something surprising: it is always possible to guarantee information will get through random interference noise intact. Noise usually means unwanted sounds which interfere with genuine information. Information theory generalses this idea via theorems that capture the effects of noise with mathematical precision. In particular, Shannon showed that noise sets a limit on the rate at which information can pass along communication channels while remaining error-free. This rate depends on the relative strengths of the signal and noise travelling down the communication channel, and on its capacity (its bandwidth). The resulting limit, given in units of bits per second, is the absolute maximum rate of error-free communication given singal strength and noise leve. The trick, Shannon showed, is to find ways of packaging up coding information to cope with the ravages of noise, while staying within the information-carrying capacity bandwidth of the communication system being used. Over the years scientists have devised many such coding methods, and they have proved crucial in many technological feats. The Voyager spacecraft transmitted data using codes which added one extra bit for every single bit of information; the result was an error rate of just one bit in 10,000 and stunningly clear pictures of the planets. Other codes have become part of everyday life such as the Universal Product Code, or bar code, which uses a simple error-detecting system that ensures supermarket check-out lasers can read the price even on, say, a crumpled bag of crisps. As recently as 1993, engineers made a major breakthrough by discovering so-called turbo codes which come very close to Shannons ultimate limit for the maximum rate that data can be transmitted reliably, and now play a key role in the mobile videophone revolution. Shannon also laid the foundations of more efficient ways of storing information, by stripping out superfluous (redundant) bits from data which contributed little real information. As mobile phone text messages like I CN C U show, it is often possible to leave out a lot of data without losing much meaning. As with error correction, however, theres a limit beyond which messages become too ambiguous. Shannon showed how to calculate this limit, opening the way to the design of compression methods that cram maximum information into the minimum space. | Products have now been developed which can convey more information than Shannon had anticipated as possible. | c |
id_3424 | Information theory-the big idea. Information theory lies at the heart of everything from DVD players and the genetic code of DNA to the physics of the universe at its most fundamental. It has been central to the development of the science of communication, which enables data to be sent electronically and has therefore had a major impact on our lives In April 2002 an event took place which demonstrated one of the many applications of information theory. The space probe, Voyager I, launched in 1997, had sent back spectacular images of Jupiter and Saturn and then soared out of the Solar System on a one-way mission to the stars. After 25 years of exposure to the freezing temperatures of deep space, the probe was beginning to show its age. Sensors and circuits were on the brink of failing and NASA experts realized that they had to do something or lose contact with their probe forever. The solution was to get a message to Voyager I to instruct it to use spares to change the failing parts. With the probe 12 billion kilometers from Earth, this was not an easy task. By means of a radio dish belonging to NASAs Deep Space Network, the message was sent out into the depths of space. Even travelling at the speed of light, it took over 11 hours to reach its target, far beyond the orbit of Pluto. Yet, incredibly, the little probe managed to hear the faint call from its home planet, and successfully made the switchover. It was the longest-distance repair job in history, and a triumph for the NASA engineers. But it also highlighted the astonishing power of the techniques developed by American communications engineer Claude Shannon, who had died just a year earlier. Born in 1916 in Petoskey, Michigan, Shannon showed an early talent for maths and for building gadgets, and made breakthroughs in the foundations of computer technology when still a student. While at Bell Laboratories, Shannon developed information theory, but shunned the resulting acclaim. In the 1940s, he single-handedly created an entire science of communication which has since inveigled its way into a host of applications, from DVDs to satellite communications to bar codes any area, in short, where data has to be conveyed rapidly yet accurately. This all seems light years away from the down-to-earth uses Shannon originally had for his work, which began when he was a 22-year-old graduate engineering student at the prestigious Massachusetts Institute of Technology in 1939. He set out with an apparently simple aim: to pin down the precise meaning of the concept of information. The most basic form of information, Shannon argued, is whether something is true or false which can be captured in the binary unit, or bit, of the form 1 or 0. Having identified this fundamental unit, Shannon set about defining otherwise vague ideas about information and how to transmit it from place to place. In the process he discovered something surprising: it is always possible to guarantee information will get through random interference noise intact. Noise usually means unwanted sounds which interfere with genuine information. Information theory generalses this idea via theorems that capture the effects of noise with mathematical precision. In particular, Shannon showed that noise sets a limit on the rate at which information can pass along communication channels while remaining error-free. This rate depends on the relative strengths of the signal and noise travelling down the communication channel, and on its capacity (its bandwidth). The resulting limit, given in units of bits per second, is the absolute maximum rate of error-free communication given singal strength and noise leve. The trick, Shannon showed, is to find ways of packaging up coding information to cope with the ravages of noise, while staying within the information-carrying capacity bandwidth of the communication system being used. Over the years scientists have devised many such coding methods, and they have proved crucial in many technological feats. The Voyager spacecraft transmitted data using codes which added one extra bit for every single bit of information; the result was an error rate of just one bit in 10,000 and stunningly clear pictures of the planets. Other codes have become part of everyday life such as the Universal Product Code, or bar code, which uses a simple error-detecting system that ensures supermarket check-out lasers can read the price even on, say, a crumpled bag of crisps. As recently as 1993, engineers made a major breakthrough by discovering so-called turbo codes which come very close to Shannons ultimate limit for the maximum rate that data can be transmitted reliably, and now play a key role in the mobile videophone revolution. Shannon also laid the foundations of more efficient ways of storing information, by stripping out superfluous (redundant) bits from data which contributed little real information. As mobile phone text messages like I CN C U show, it is often possible to leave out a lot of data without losing much meaning. As with error correction, however, theres a limit beyond which messages become too ambiguous. Shannon showed how to calculate this limit, opening the way to the design of compression methods that cram maximum information into the minimum space. | The amount of information that can be sent in a given time period is determined with reference to the signal strength and noise level. | e |
id_3425 | Information theory-the big idea. Information theory lies at the heart of everything from DVD players and the genetic code of DNA to the physics of the universe at its most fundamental. It has been central to the development of the science of communication, which enables data to be sent electronically and has therefore had a major impact on our lives In April 2002 an event took place which demonstrated one of the many applications of information theory. The space probe, Voyager I, launched in 1997, had sent back spectacular images of Jupiter and Saturn and then soared out of the Solar System on a one-way mission to the stars. After 25 years of exposure to the freezing temperatures of deep space, the probe was beginning to show its age. Sensors and circuits were on the brink of failing and NASA experts realized that they had to do something or lose contact with their probe forever. The solution was to get a message to Voyager I to instruct it to use spares to change the failing parts. With the probe 12 billion kilometers from Earth, this was not an easy task. By means of a radio dish belonging to NASAs Deep Space Network, the message was sent out into the depths of space. Even travelling at the speed of light, it took over 11 hours to reach its target, far beyond the orbit of Pluto. Yet, incredibly, the little probe managed to hear the faint call from its home planet, and successfully made the switchover. It was the longest-distance repair job in history, and a triumph for the NASA engineers. But it also highlighted the astonishing power of the techniques developed by American communications engineer Claude Shannon, who had died just a year earlier. Born in 1916 in Petoskey, Michigan, Shannon showed an early talent for maths and for building gadgets, and made breakthroughs in the foundations of computer technology when still a student. While at Bell Laboratories, Shannon developed information theory, but shunned the resulting acclaim. In the 1940s, he single-handedly created an entire science of communication which has since inveigled its way into a host of applications, from DVDs to satellite communications to bar codes any area, in short, where data has to be conveyed rapidly yet accurately. This all seems light years away from the down-to-earth uses Shannon originally had for his work, which began when he was a 22-year-old graduate engineering student at the prestigious Massachusetts Institute of Technology in 1939. He set out with an apparently simple aim: to pin down the precise meaning of the concept of information. The most basic form of information, Shannon argued, is whether something is true or false which can be captured in the binary unit, or bit, of the form 1 or 0. Having identified this fundamental unit, Shannon set about defining otherwise vague ideas about information and how to transmit it from place to place. In the process he discovered something surprising: it is always possible to guarantee information will get through random interference noise intact. Noise usually means unwanted sounds which interfere with genuine information. Information theory generalses this idea via theorems that capture the effects of noise with mathematical precision. In particular, Shannon showed that noise sets a limit on the rate at which information can pass along communication channels while remaining error-free. This rate depends on the relative strengths of the signal and noise travelling down the communication channel, and on its capacity (its bandwidth). The resulting limit, given in units of bits per second, is the absolute maximum rate of error-free communication given singal strength and noise leve. The trick, Shannon showed, is to find ways of packaging up coding information to cope with the ravages of noise, while staying within the information-carrying capacity bandwidth of the communication system being used. Over the years scientists have devised many such coding methods, and they have proved crucial in many technological feats. The Voyager spacecraft transmitted data using codes which added one extra bit for every single bit of information; the result was an error rate of just one bit in 10,000 and stunningly clear pictures of the planets. Other codes have become part of everyday life such as the Universal Product Code, or bar code, which uses a simple error-detecting system that ensures supermarket check-out lasers can read the price even on, say, a crumpled bag of crisps. As recently as 1993, engineers made a major breakthrough by discovering so-called turbo codes which come very close to Shannons ultimate limit for the maximum rate that data can be transmitted reliably, and now play a key role in the mobile videophone revolution. Shannon also laid the foundations of more efficient ways of storing information, by stripping out superfluous (redundant) bits from data which contributed little real information. As mobile phone text messages like I CN C U show, it is often possible to leave out a lot of data without losing much meaning. As with error correction, however, theres a limit beyond which messages become too ambiguous. Shannon showed how to calculate this limit, opening the way to the design of compression methods that cram maximum information into the minimum space. | The concept of describing something as true or false was the starting point for Shannon in his attempts to send messages over distances. | e |
id_3426 | Insects, birds and fish tend to be the creatures that humans feel furthest from. Unlike many mammals they do not engage in human-like behaviour. The way they swarm or flock together does not usually get good press coverage either: marching like worker ants might be a common simile for city commuters, but its a damning, not positive, image. Yet a new school of scientific theory suggests that these swarms might have a lot to teach us. American author Peter Miller explains, I used to think that individual ants knew where they were going, and what they were supposed to do when they got there. But Deborah Gordon, a biologist at Stanford University, showed me that nothing an ant does makes any sense except in terms of the whole colony. Which makes you wonder if, as individuals, we dont serve a similar function for the companies where we work or the communities where we live. Ants are not intelligent by themselves. Yet as a colony, they make wise decisions. And as Gordon discovered during her research, theres no one ant making decisions or giving orders. Take food collecting, for example. No ant decides, Theres lots of food around today; lots of ants should go out to collect it. Instead, some forager ants go out, and as soon as they find food, they pick it up and come back to the nest. At the entrance, they brush past reserve foragers, sending a go out signal. The faster the foragers come back, the more food there is and the faster other foragers go out, until gradually the amount of food being brought back diminishes. An organic calculation has been made to answer the question, How many foragers does the colony need today? And if something goes wrong a hungry lizard prowling around for an ant snack, for instance then a rush of ants returning without food sends waiting reserves a Dont go out signal. But could such decentralised control work in a human organisation? Miller visited a Texas gas company that has successfully applied formulas based on ant colony behaviour to optimise its factories and route its trucks. He explains, If ant colonies had worked out a reliable way to identify the best routes between their nest and food sources, the company managers figured, why not take advantage of that knowledge? So they came up with a computer model, based on the self-organising principles of an ant colony. Data is fed into the model about deliveries needing to be made the next day, as well as things like weather conditions, and it produces a simulation determining the best route for the delivery lorries to take. Miller explains that he first really understood the impact that swarm behaviour could have on humans when he read a study of honeybees by Tom Seeley, a biologist at Cornell University. The honeybees choose as a group which new nest to move to. First, scouts fly off to investigate multiple sites. When they return they do a waggle dance for their spot, and other scouts will then fly off and investigate it. Many bees go out, but none tries to compare all sites. Each reports back on just one. The more they liked their nest, the more vigorous and lengthy their waggle dance and the more bees will choose to visit it. Gradually the volume of bees builds up towards one site; its a system that ensures that support for the best site snowballs and the decision is made in the most democratic way. Humans, too, can make clever decisions through diversity of knowledge and a little friendly competition. The best example of shared decision-making that I witnessed during my research was a town meeting I attended in Vermont, where citizens met face-to-face to debate their annual budget, explains Miller. For group decision-making to work well, you need a way to sort through the various options they propose; and you need a mechanism to narrow down these options. Citizens in Vermont control their municipal affairs by putting forward proposals, or backing up others suggestions, until a consensus is reached through a vote. As with the bees, the broad sampling of options before a decision is made will usually result in a compromise acceptable to all. The wisdom of the crowd makes clever decisions for the good of the group and leaves citizens feeling represented and respected. The Internet is also an area where we are increasingly exhibiting swarm behaviour, without any physical contact. Miller compares a wiki website, for example, to a termite mound. Indirect collaboration is the key principle behind information-sharing web sites, just as it underlies the complex constructions that termites build. Termites do not have an architects blueprint or a grand construction scheme. They simply sense changes in their environment, as for example when the mounds wall has been damaged, altering the circulation of air. They go to the site of the change and drop a grain of soil. When the next termite finds that grain, they drop theirs too. Slowly, without any kind of direct decision-making, a new wall is built. A termite mound, in this way, is rather like a wiki website. Rather than meeting up and talking about what we want to post online, we just add to what someone maybe a stranger on the other side of the world already wrote. This indirect knowledge and skill-sharing is now finding its way into the corridors of power. | Commuters are often compared favourably with worker ants. | c |
id_3427 | Insects, birds and fish tend to be the creatures that humans feel furthest from. Unlike many mammals they do not engage in human-like behaviour. The way they swarm or flock together does not usually get good press coverage either: marching like worker ants might be a common simile for city commuters, but its a damning, not positive, image. Yet a new school of scientific theory suggests that these swarms might have a lot to teach us. American author Peter Miller explains, I used to think that individual ants knew where they were going, and what they were supposed to do when they got there. But Deborah Gordon, a biologist at Stanford University, showed me that nothing an ant does makes any sense except in terms of the whole colony. Which makes you wonder if, as individuals, we dont serve a similar function for the companies where we work or the communities where we live. Ants are not intelligent by themselves. Yet as a colony, they make wise decisions. And as Gordon discovered during her research, theres no one ant making decisions or giving orders. Take food collecting, for example. No ant decides, Theres lots of food around today; lots of ants should go out to collect it. Instead, some forager ants go out, and as soon as they find food, they pick it up and come back to the nest. At the entrance, they brush past reserve foragers, sending a go out signal. The faster the foragers come back, the more food there is and the faster other foragers go out, until gradually the amount of food being brought back diminishes. An organic calculation has been made to answer the question, How many foragers does the colony need today? And if something goes wrong a hungry lizard prowling around for an ant snack, for instance then a rush of ants returning without food sends waiting reserves a Dont go out signal. But could such decentralised control work in a human organisation? Miller visited a Texas gas company that has successfully applied formulas based on ant colony behaviour to optimise its factories and route its trucks. He explains, If ant colonies had worked out a reliable way to identify the best routes between their nest and food sources, the company managers figured, why not take advantage of that knowledge? So they came up with a computer model, based on the self-organising principles of an ant colony. Data is fed into the model about deliveries needing to be made the next day, as well as things like weather conditions, and it produces a simulation determining the best route for the delivery lorries to take. Miller explains that he first really understood the impact that swarm behaviour could have on humans when he read a study of honeybees by Tom Seeley, a biologist at Cornell University. The honeybees choose as a group which new nest to move to. First, scouts fly off to investigate multiple sites. When they return they do a waggle dance for their spot, and other scouts will then fly off and investigate it. Many bees go out, but none tries to compare all sites. Each reports back on just one. The more they liked their nest, the more vigorous and lengthy their waggle dance and the more bees will choose to visit it. Gradually the volume of bees builds up towards one site; its a system that ensures that support for the best site snowballs and the decision is made in the most democratic way. Humans, too, can make clever decisions through diversity of knowledge and a little friendly competition. The best example of shared decision-making that I witnessed during my research was a town meeting I attended in Vermont, where citizens met face-to-face to debate their annual budget, explains Miller. For group decision-making to work well, you need a way to sort through the various options they propose; and you need a mechanism to narrow down these options. Citizens in Vermont control their municipal affairs by putting forward proposals, or backing up others suggestions, until a consensus is reached through a vote. As with the bees, the broad sampling of options before a decision is made will usually result in a compromise acceptable to all. The wisdom of the crowd makes clever decisions for the good of the group and leaves citizens feeling represented and respected. The Internet is also an area where we are increasingly exhibiting swarm behaviour, without any physical contact. Miller compares a wiki website, for example, to a termite mound. Indirect collaboration is the key principle behind information-sharing web sites, just as it underlies the complex constructions that termites build. Termites do not have an architects blueprint or a grand construction scheme. They simply sense changes in their environment, as for example when the mounds wall has been damaged, altering the circulation of air. They go to the site of the change and drop a grain of soil. When the next termite finds that grain, they drop theirs too. Slowly, without any kind of direct decision-making, a new wall is built. A termite mound, in this way, is rather like a wiki website. Rather than meeting up and talking about what we want to post online, we just add to what someone maybe a stranger on the other side of the world already wrote. This indirect knowledge and skill-sharing is now finding its way into the corridors of power. | Termites repair their mounds without directly communicating with each other. | e |
id_3428 | Insects, birds and fish tend to be the creatures that humans feel furthest from. Unlike many mammals they do not engage in human-like behaviour. The way they swarm or flock together does not usually get good press coverage either: marching like worker ants might be a common simile for city commuters, but its a damning, not positive, image. Yet a new school of scientific theory suggests that these swarms might have a lot to teach us. American author Peter Miller explains, I used to think that individual ants knew where they were going, and what they were supposed to do when they got there. But Deborah Gordon, a biologist at Stanford University, showed me that nothing an ant does makes any sense except in terms of the whole colony. Which makes you wonder if, as individuals, we dont serve a similar function for the companies where we work or the communities where we live. Ants are not intelligent by themselves. Yet as a colony, they make wise decisions. And as Gordon discovered during her research, theres no one ant making decisions or giving orders. Take food collecting, for example. No ant decides, Theres lots of food around today; lots of ants should go out to collect it. Instead, some forager ants go out, and as soon as they find food, they pick it up and come back to the nest. At the entrance, they brush past reserve foragers, sending a go out signal. The faster the foragers come back, the more food there is and the faster other foragers go out, until gradually the amount of food being brought back diminishes. An organic calculation has been made to answer the question, How many foragers does the colony need today? And if something goes wrong a hungry lizard prowling around for an ant snack, for instance then a rush of ants returning without food sends waiting reserves a Dont go out signal. But could such decentralised control work in a human organisation? Miller visited a Texas gas company that has successfully applied formulas based on ant colony behaviour to optimise its factories and route its trucks. He explains, If ant colonies had worked out a reliable way to identify the best routes between their nest and food sources, the company managers figured, why not take advantage of that knowledge? So they came up with a computer model, based on the self-organising principles of an ant colony. Data is fed into the model about deliveries needing to be made the next day, as well as things like weather conditions, and it produces a simulation determining the best route for the delivery lorries to take. Miller explains that he first really understood the impact that swarm behaviour could have on humans when he read a study of honeybees by Tom Seeley, a biologist at Cornell University. The honeybees choose as a group which new nest to move to. First, scouts fly off to investigate multiple sites. When they return they do a waggle dance for their spot, and other scouts will then fly off and investigate it. Many bees go out, but none tries to compare all sites. Each reports back on just one. The more they liked their nest, the more vigorous and lengthy their waggle dance and the more bees will choose to visit it. Gradually the volume of bees builds up towards one site; its a system that ensures that support for the best site snowballs and the decision is made in the most democratic way. Humans, too, can make clever decisions through diversity of knowledge and a little friendly competition. The best example of shared decision-making that I witnessed during my research was a town meeting I attended in Vermont, where citizens met face-to-face to debate their annual budget, explains Miller. For group decision-making to work well, you need a way to sort through the various options they propose; and you need a mechanism to narrow down these options. Citizens in Vermont control their municipal affairs by putting forward proposals, or backing up others suggestions, until a consensus is reached through a vote. As with the bees, the broad sampling of options before a decision is made will usually result in a compromise acceptable to all. The wisdom of the crowd makes clever decisions for the good of the group and leaves citizens feeling represented and respected. The Internet is also an area where we are increasingly exhibiting swarm behaviour, without any physical contact. Miller compares a wiki website, for example, to a termite mound. Indirect collaboration is the key principle behind information-sharing web sites, just as it underlies the complex constructions that termites build. Termites do not have an architects blueprint or a grand construction scheme. They simply sense changes in their environment, as for example when the mounds wall has been damaged, altering the circulation of air. They go to the site of the change and drop a grain of soil. When the next termite finds that grain, they drop theirs too. Slowly, without any kind of direct decision-making, a new wall is built. A termite mound, in this way, is rather like a wiki website. Rather than meeting up and talking about what we want to post online, we just add to what someone maybe a stranger on the other side of the world already wrote. This indirect knowledge and skill-sharing is now finding its way into the corridors of power. | Some ants within a colony have leadership roles. | c |
id_3429 | Insects, birds and fish tend to be the creatures that humans feel furthest from. Unlike many mammals they do not engage in human-like behaviour. The way they swarm or flock together does not usually get good press coverage either: marching like worker ants might be a common simile for city commuters, but its a damning, not positive, image. Yet a new school of scientific theory suggests that these swarms might have a lot to teach us. American author Peter Miller explains, I used to think that individual ants knew where they were going, and what they were supposed to do when they got there. But Deborah Gordon, a biologist at Stanford University, showed me that nothing an ant does makes any sense except in terms of the whole colony. Which makes you wonder if, as individuals, we dont serve a similar function for the companies where we work or the communities where we live. Ants are not intelligent by themselves. Yet as a colony, they make wise decisions. And as Gordon discovered during her research, theres no one ant making decisions or giving orders. Take food collecting, for example. No ant decides, Theres lots of food around today; lots of ants should go out to collect it. Instead, some forager ants go out, and as soon as they find food, they pick it up and come back to the nest. At the entrance, they brush past reserve foragers, sending a go out signal. The faster the foragers come back, the more food there is and the faster other foragers go out, until gradually the amount of food being brought back diminishes. An organic calculation has been made to answer the question, How many foragers does the colony need today? And if something goes wrong a hungry lizard prowling around for an ant snack, for instance then a rush of ants returning without food sends waiting reserves a Dont go out signal. But could such decentralised control work in a human organisation? Miller visited a Texas gas company that has successfully applied formulas based on ant colony behaviour to optimise its factories and route its trucks. He explains, If ant colonies had worked out a reliable way to identify the best routes between their nest and food sources, the company managers figured, why not take advantage of that knowledge? So they came up with a computer model, based on the self-organising principles of an ant colony. Data is fed into the model about deliveries needing to be made the next day, as well as things like weather conditions, and it produces a simulation determining the best route for the delivery lorries to take. Miller explains that he first really understood the impact that swarm behaviour could have on humans when he read a study of honeybees by Tom Seeley, a biologist at Cornell University. The honeybees choose as a group which new nest to move to. First, scouts fly off to investigate multiple sites. When they return they do a waggle dance for their spot, and other scouts will then fly off and investigate it. Many bees go out, but none tries to compare all sites. Each reports back on just one. The more they liked their nest, the more vigorous and lengthy their waggle dance and the more bees will choose to visit it. Gradually the volume of bees builds up towards one site; its a system that ensures that support for the best site snowballs and the decision is made in the most democratic way. Humans, too, can make clever decisions through diversity of knowledge and a little friendly competition. The best example of shared decision-making that I witnessed during my research was a town meeting I attended in Vermont, where citizens met face-to-face to debate their annual budget, explains Miller. For group decision-making to work well, you need a way to sort through the various options they propose; and you need a mechanism to narrow down these options. Citizens in Vermont control their municipal affairs by putting forward proposals, or backing up others suggestions, until a consensus is reached through a vote. As with the bees, the broad sampling of options before a decision is made will usually result in a compromise acceptable to all. The wisdom of the crowd makes clever decisions for the good of the group and leaves citizens feeling represented and respected. The Internet is also an area where we are increasingly exhibiting swarm behaviour, without any physical contact. Miller compares a wiki website, for example, to a termite mound. Indirect collaboration is the key principle behind information-sharing web sites, just as it underlies the complex constructions that termites build. Termites do not have an architects blueprint or a grand construction scheme. They simply sense changes in their environment, as for example when the mounds wall has been damaged, altering the circulation of air. They go to the site of the change and drop a grain of soil. When the next termite finds that grain, they drop theirs too. Slowly, without any kind of direct decision-making, a new wall is built. A termite mound, in this way, is rather like a wiki website. Rather than meeting up and talking about what we want to post online, we just add to what someone maybe a stranger on the other side of the world already wrote. This indirect knowledge and skill-sharing is now finding its way into the corridors of power. | Termite mounds can be damaged by the wind. | n |
id_3430 | Insects, birds and fish tend to be the creatures that humans feel furthest from. Unlike many mammals they do not engage in human-like behaviour. The way they swarm or flock together does not usually get good press coverage either: marching like worker ants might be a common simile for city commuters, but its a damning, not positive, image. Yet a new school of scientific theory suggests that these swarms might have a lot to teach us. American author Peter Miller explains, I used to think that individual ants knew where they were going, and what they were supposed to do when they got there. But Deborah Gordon, a biologist at Stanford University, showed me that nothing an ant does makes any sense except in terms of the whole colony. Which makes you wonder if, as individuals, we dont serve a similar function for the companies where we work or the communities where we live. Ants are not intelligent by themselves. Yet as a colony, they make wise decisions. And as Gordon discovered during her research, theres no one ant making decisions or giving orders. Take food collecting, for example. No ant decides, Theres lots of food around today; lots of ants should go out to collect it. Instead, some forager ants go out, and as soon as they find food, they pick it up and come back to the nest. At the entrance, they brush past reserve foragers, sending a go out signal. The faster the foragers come back, the more food there is and the faster other foragers go out, until gradually the amount of food being brought back diminishes. An organic calculation has been made to answer the question, How many foragers does the colony need today? And if something goes wrong a hungry lizard prowling around for an ant snack, for instance then a rush of ants returning without food sends waiting reserves a Dont go out signal. But could such decentralised control work in a human organisation? Miller visited a Texas gas company that has successfully applied formulas based on ant colony behaviour to optimise its factories and route its trucks. He explains, If ant colonies had worked out a reliable way to identify the best routes between their nest and food sources, the company managers figured, why not take advantage of that knowledge? So they came up with a computer model, based on the self-organising principles of an ant colony. Data is fed into the model about deliveries needing to be made the next day, as well as things like weather conditions, and it produces a simulation determining the best route for the delivery lorries to take. Miller explains that he first really understood the impact that swarm behaviour could have on humans when he read a study of honeybees by Tom Seeley, a biologist at Cornell University. The honeybees choose as a group which new nest to move to. First, scouts fly off to investigate multiple sites. When they return they do a waggle dance for their spot, and other scouts will then fly off and investigate it. Many bees go out, but none tries to compare all sites. Each reports back on just one. The more they liked their nest, the more vigorous and lengthy their waggle dance and the more bees will choose to visit it. Gradually the volume of bees builds up towards one site; its a system that ensures that support for the best site snowballs and the decision is made in the most democratic way. Humans, too, can make clever decisions through diversity of knowledge and a little friendly competition. The best example of shared decision-making that I witnessed during my research was a town meeting I attended in Vermont, where citizens met face-to-face to debate their annual budget, explains Miller. For group decision-making to work well, you need a way to sort through the various options they propose; and you need a mechanism to narrow down these options. Citizens in Vermont control their municipal affairs by putting forward proposals, or backing up others suggestions, until a consensus is reached through a vote. As with the bees, the broad sampling of options before a decision is made will usually result in a compromise acceptable to all. The wisdom of the crowd makes clever decisions for the good of the group and leaves citizens feeling represented and respected. The Internet is also an area where we are increasingly exhibiting swarm behaviour, without any physical contact. Miller compares a wiki website, for example, to a termite mound. Indirect collaboration is the key principle behind information-sharing web sites, just as it underlies the complex constructions that termites build. Termites do not have an architects blueprint or a grand construction scheme. They simply sense changes in their environment, as for example when the mounds wall has been damaged, altering the circulation of air. They go to the site of the change and drop a grain of soil. When the next termite finds that grain, they drop theirs too. Slowly, without any kind of direct decision-making, a new wall is built. A termite mound, in this way, is rather like a wiki website. Rather than meeting up and talking about what we want to post online, we just add to what someone maybe a stranger on the other side of the world already wrote. This indirect knowledge and skill-sharing is now finding its way into the corridors of power. | Forager ants tell each other how far away the food source is. | n |
id_3431 | Insects, birds and fish tend to be the creatures that humans feel furthest from. Unlike many mammals they do not engage in human-like behaviour. The way they swarm or flock together does not usually get good press coverage either: marching like worker ants might be a common simile for city commuters, but its a damning, not positive, image. Yet a new school of scientific theory suggests that these swarms might have a lot to teach us. American author Peter Miller explains, I used to think that individual ants knew where they were going, and what they were supposed to do when they got there. But Deborah Gordon, a biologist at Stanford University, showed me that nothing an ant does makes any sense except in terms of the whole colony. Which makes you wonder if, as individuals, we dont serve a similar function for the companies where we work or the communities where we live. Ants are not intelligent by themselves. Yet as a colony, they make wise decisions. And as Gordon discovered during her research, theres no one ant making decisions or giving orders. Take food collecting, for example. No ant decides, Theres lots of food around today; lots of ants should go out to collect it. Instead, some forager ants go out, and as soon as they find food, they pick it up and come back to the nest. At the entrance, they brush past reserve foragers, sending a go out signal. The faster the foragers come back, the more food there is and the faster other foragers go out, until gradually the amount of food being brought back diminishes. An organic calculation has been made to answer the question, How many foragers does the colony need today? And if something goes wrong a hungry lizard prowling around for an ant snack, for instance then a rush of ants returning without food sends waiting reserves a Dont go out signal. But could such decentralised control work in a human organisation? Miller visited a Texas gas company that has successfully applied formulas based on ant colony behaviour to optimise its factories and route its trucks. He explains, If ant colonies had worked out a reliable way to identify the best routes between their nest and food sources, the company managers figured, why not take advantage of that knowledge? So they came up with a computer model, based on the self-organising principles of an ant colony. Data is fed into the model about deliveries needing to be made the next day, as well as things like weather conditions, and it produces a simulation determining the best route for the delivery lorries to take. Miller explains that he first really understood the impact that swarm behaviour could have on humans when he read a study of honeybees by Tom Seeley, a biologist at Cornell University. The honeybees choose as a group which new nest to move to. First, scouts fly off to investigate multiple sites. When they return they do a waggle dance for their spot, and other scouts will then fly off and investigate it. Many bees go out, but none tries to compare all sites. Each reports back on just one. The more they liked their nest, the more vigorous and lengthy their waggle dance and the more bees will choose to visit it. Gradually the volume of bees builds up towards one site; its a system that ensures that support for the best site snowballs and the decision is made in the most democratic way. Humans, too, can make clever decisions through diversity of knowledge and a little friendly competition. The best example of shared decision-making that I witnessed during my research was a town meeting I attended in Vermont, where citizens met face-to-face to debate their annual budget, explains Miller. For group decision-making to work well, you need a way to sort through the various options they propose; and you need a mechanism to narrow down these options. Citizens in Vermont control their municipal affairs by putting forward proposals, or backing up others suggestions, until a consensus is reached through a vote. As with the bees, the broad sampling of options before a decision is made will usually result in a compromise acceptable to all. The wisdom of the crowd makes clever decisions for the good of the group and leaves citizens feeling represented and respected. The Internet is also an area where we are increasingly exhibiting swarm behaviour, without any physical contact. Miller compares a wiki website, for example, to a termite mound. Indirect collaboration is the key principle behind information-sharing web sites, just as it underlies the complex constructions that termites build. Termites do not have an architects blueprint or a grand construction scheme. They simply sense changes in their environment, as for example when the mounds wall has been damaged, altering the circulation of air. They go to the site of the change and drop a grain of soil. When the next termite finds that grain, they drop theirs too. Slowly, without any kind of direct decision-making, a new wall is built. A termite mound, in this way, is rather like a wiki website. Rather than meeting up and talking about what we want to post online, we just add to what someone maybe a stranger on the other side of the world already wrote. This indirect knowledge and skill-sharing is now finding its way into the corridors of power. | Forager ants are able to react quickly to a dangerous situation. | e |
id_3432 | Insomnia The Enemy of Sleep It is not unusual to have sleep troubles from time to time. But, if you feel you do not get enough sleep or satisfying sleep, you may have insomnia, a sleep disorder. People with insomnia have one or more of the following: difficulty falling asleep, waking up often during the night and having trouble going back to sleep, waking up too early in the morning and unrefreshing sleep. Insomnia is not defined by the number of hours you sleep every night. The amount of sleep a person needs varies. While most people need between 7 and 8 hours of sleep a night, some people do well with less, and some need more. Insomnia occurs most frequently in people over age 60, in people with a history of depression, and in women, especially after menopause. Severe emotional trauma can also cause insomnia with divorced, widowed and separated people being the most likely to suffer from this sleep disorder. Stress, anxiety, illness and other sleep disorders such as restless legs syndrome are the most common causes of insomnia. An irregular work schedule, jet lag or brain damage from a stroke or Alzeimers disease can also cause insomnia as well as excessive use of alcohol or illicit drugs. It can also accompany a variety of mental illnesses. The mechanism that induces sleep is not known. When it becomes dark, the pineal gland in the brain secretes a hormone called melatonin, which is thought to induce sleep. Exactly why sleep is necessary for good health and efficient mental functioning is unknown. We do know that sleep consists of two very different states: rapid eye movement (REM) sleep and non-REM sleep. In REM sleep, dreams occur, the eyes move under the closed lids and there is an increase in oxygen consumption, blood flow and neural activity. REM sleep occurs four or five times during a night. Beginning periods last about ten to fifteen minutes but the periods get longer as the night goes on. The periods of REM sleep alternate with longer periods of non-REM sleep, when body functions slow. Non-REM sleep has four stages. During the deepest stages (3 and 4) it is hard to rouse a sleeper. As the night goes on, the periods of non-REM sleep become progressively lighter. Sleep in stages 1 and 2 are felt to be restorative as during this time the body repairs itself utilising a hormone called somatostatin. Lack of stage 4 sleep is believed to be important in chronically painful conditions such as fibromyalgia. Healthcare providers diagnose insomnia in several ways. One way is to categorize insomnia by how often it occurs. Another way is to identify the insomnia by what is causing the sleep deprivation. The two main types of insomnia have been described as Primary Insomnia and Secondary Insomnia. Primary Insomnia is a chronic condition with little apparent association with stress or a medical problem. The most common form of primary insomnia is psychophysiological insomnia. Secondary insomnia is caused by symptoms that accompany a medical condition such as anxiety, depression or pain. Improving ones sleep hygiene helps improve insomnia in all patients. Relaxing during the hour before you go to sleep and creating a comfortable environment suited for sleep can be helpful. Older people who wake up earlier than normal or have trouble falling asleep may need less sleep than they used to. Changing ones sleep pattern, either by going to bed later or waking up earlier, can be effective in dealing with insomnia in older people. Therapy also depends on the cause and severity of the insomnia. Transient and intermittent insomnia may not require any direct action since these conditions last only a few days at a time. However, if insomnia interferes with a persons daily activities, something should be done. Usually the best method of dealing with insomnia is by attacking the underlying cause. For example, people who are depressed often have insomnia and looking at this problem may eliminate it. Not getting enough sleep can make you less productive, irritable and unable to concentrate. Lack of sleep can make it seem as if you got up out of the wrong side of the bed. Early morning headaches and waking up feeling as if you never went to sleep can result in frustration. Stress can cause insomnia but insomnia also increases stress. Insomnia can make driving unsafe as well. Insomnia can result in missed work, which can cause you to become less productive and miss promotions. It can leave you feeling as if you just cant get enough done. Insomnia can also mask serious mental disorders. People with insomnia may think that not getting enough sleep is their only problem, but the insomnia may actually be one symptom of a larger disorder, such as depression. Studies show that people with insomnia are four times more likely to be depressed than people with a healthy sleeping pattern. In addition, lack of sleep can tax the heart and lead to serious conditions like heart disease. All of these are important problems that can affect every part of your life. Establishing certain set routines can help insomniacs get better sleep. Examples of these routines include: going to bed and getting up at the same time every day, avoiding napping, avoiding caffeine, nicotine, alcohol and eating heavily late in the day, exercising regularly and making your bedroom comfortable in terms of the bed, noise and temperature. Insomniacs should also only use their bedroom for sleep so that their bodies associate the room with sleep. Finally, if you cant get to sleep, dont toss and turn all night. Get up and read or do something that is not overly stimulating until you feel really sleepy again. | Sleeping during the day can make insomnia worse. | e |
id_3433 | Insomnia The Enemy of Sleep It is not unusual to have sleep troubles from time to time. But, if you feel you do not get enough sleep or satisfying sleep, you may have insomnia, a sleep disorder. People with insomnia have one or more of the following: difficulty falling asleep, waking up often during the night and having trouble going back to sleep, waking up too early in the morning and unrefreshing sleep. Insomnia is not defined by the number of hours you sleep every night. The amount of sleep a person needs varies. While most people need between 7 and 8 hours of sleep a night, some people do well with less, and some need more. Insomnia occurs most frequently in people over age 60, in people with a history of depression, and in women, especially after menopause. Severe emotional trauma can also cause insomnia with divorced, widowed and separated people being the most likely to suffer from this sleep disorder. Stress, anxiety, illness and other sleep disorders such as restless legs syndrome are the most common causes of insomnia. An irregular work schedule, jet lag or brain damage from a stroke or Alzeimers disease can also cause insomnia as well as excessive use of alcohol or illicit drugs. It can also accompany a variety of mental illnesses. The mechanism that induces sleep is not known. When it becomes dark, the pineal gland in the brain secretes a hormone called melatonin, which is thought to induce sleep. Exactly why sleep is necessary for good health and efficient mental functioning is unknown. We do know that sleep consists of two very different states: rapid eye movement (REM) sleep and non-REM sleep. In REM sleep, dreams occur, the eyes move under the closed lids and there is an increase in oxygen consumption, blood flow and neural activity. REM sleep occurs four or five times during a night. Beginning periods last about ten to fifteen minutes but the periods get longer as the night goes on. The periods of REM sleep alternate with longer periods of non-REM sleep, when body functions slow. Non-REM sleep has four stages. During the deepest stages (3 and 4) it is hard to rouse a sleeper. As the night goes on, the periods of non-REM sleep become progressively lighter. Sleep in stages 1 and 2 are felt to be restorative as during this time the body repairs itself utilising a hormone called somatostatin. Lack of stage 4 sleep is believed to be important in chronically painful conditions such as fibromyalgia. Healthcare providers diagnose insomnia in several ways. One way is to categorize insomnia by how often it occurs. Another way is to identify the insomnia by what is causing the sleep deprivation. The two main types of insomnia have been described as Primary Insomnia and Secondary Insomnia. Primary Insomnia is a chronic condition with little apparent association with stress or a medical problem. The most common form of primary insomnia is psychophysiological insomnia. Secondary insomnia is caused by symptoms that accompany a medical condition such as anxiety, depression or pain. Improving ones sleep hygiene helps improve insomnia in all patients. Relaxing during the hour before you go to sleep and creating a comfortable environment suited for sleep can be helpful. Older people who wake up earlier than normal or have trouble falling asleep may need less sleep than they used to. Changing ones sleep pattern, either by going to bed later or waking up earlier, can be effective in dealing with insomnia in older people. Therapy also depends on the cause and severity of the insomnia. Transient and intermittent insomnia may not require any direct action since these conditions last only a few days at a time. However, if insomnia interferes with a persons daily activities, something should be done. Usually the best method of dealing with insomnia is by attacking the underlying cause. For example, people who are depressed often have insomnia and looking at this problem may eliminate it. Not getting enough sleep can make you less productive, irritable and unable to concentrate. Lack of sleep can make it seem as if you got up out of the wrong side of the bed. Early morning headaches and waking up feeling as if you never went to sleep can result in frustration. Stress can cause insomnia but insomnia also increases stress. Insomnia can make driving unsafe as well. Insomnia can result in missed work, which can cause you to become less productive and miss promotions. It can leave you feeling as if you just cant get enough done. Insomnia can also mask serious mental disorders. People with insomnia may think that not getting enough sleep is their only problem, but the insomnia may actually be one symptom of a larger disorder, such as depression. Studies show that people with insomnia are four times more likely to be depressed than people with a healthy sleeping pattern. In addition, lack of sleep can tax the heart and lead to serious conditions like heart disease. All of these are important problems that can affect every part of your life. Establishing certain set routines can help insomniacs get better sleep. Examples of these routines include: going to bed and getting up at the same time every day, avoiding napping, avoiding caffeine, nicotine, alcohol and eating heavily late in the day, exercising regularly and making your bedroom comfortable in terms of the bed, noise and temperature. Insomniacs should also only use their bedroom for sleep so that their bodies associate the room with sleep. Finally, if you cant get to sleep, dont toss and turn all night. Get up and read or do something that is not overly stimulating until you feel really sleepy again. | Someone who only gets four hours of sleep a night must be suffering from insomnia. | c |
id_3434 | Insomnia The Enemy of Sleep It is not unusual to have sleep troubles from time to time. But, if you feel you do not get enough sleep or satisfying sleep, you may have insomnia, a sleep disorder. People with insomnia have one or more of the following: difficulty falling asleep, waking up often during the night and having trouble going back to sleep, waking up too early in the morning and unrefreshing sleep. Insomnia is not defined by the number of hours you sleep every night. The amount of sleep a person needs varies. While most people need between 7 and 8 hours of sleep a night, some people do well with less, and some need more. Insomnia occurs most frequently in people over age 60, in people with a history of depression, and in women, especially after menopause. Severe emotional trauma can also cause insomnia with divorced, widowed and separated people being the most likely to suffer from this sleep disorder. Stress, anxiety, illness and other sleep disorders such as restless legs syndrome are the most common causes of insomnia. An irregular work schedule, jet lag or brain damage from a stroke or Alzeimers disease can also cause insomnia as well as excessive use of alcohol or illicit drugs. It can also accompany a variety of mental illnesses. The mechanism that induces sleep is not known. When it becomes dark, the pineal gland in the brain secretes a hormone called melatonin, which is thought to induce sleep. Exactly why sleep is necessary for good health and efficient mental functioning is unknown. We do know that sleep consists of two very different states: rapid eye movement (REM) sleep and non-REM sleep. In REM sleep, dreams occur, the eyes move under the closed lids and there is an increase in oxygen consumption, blood flow and neural activity. REM sleep occurs four or five times during a night. Beginning periods last about ten to fifteen minutes but the periods get longer as the night goes on. The periods of REM sleep alternate with longer periods of non-REM sleep, when body functions slow. Non-REM sleep has four stages. During the deepest stages (3 and 4) it is hard to rouse a sleeper. As the night goes on, the periods of non-REM sleep become progressively lighter. Sleep in stages 1 and 2 are felt to be restorative as during this time the body repairs itself utilising a hormone called somatostatin. Lack of stage 4 sleep is believed to be important in chronically painful conditions such as fibromyalgia. Healthcare providers diagnose insomnia in several ways. One way is to categorize insomnia by how often it occurs. Another way is to identify the insomnia by what is causing the sleep deprivation. The two main types of insomnia have been described as Primary Insomnia and Secondary Insomnia. Primary Insomnia is a chronic condition with little apparent association with stress or a medical problem. The most common form of primary insomnia is psychophysiological insomnia. Secondary insomnia is caused by symptoms that accompany a medical condition such as anxiety, depression or pain. Improving ones sleep hygiene helps improve insomnia in all patients. Relaxing during the hour before you go to sleep and creating a comfortable environment suited for sleep can be helpful. Older people who wake up earlier than normal or have trouble falling asleep may need less sleep than they used to. Changing ones sleep pattern, either by going to bed later or waking up earlier, can be effective in dealing with insomnia in older people. Therapy also depends on the cause and severity of the insomnia. Transient and intermittent insomnia may not require any direct action since these conditions last only a few days at a time. However, if insomnia interferes with a persons daily activities, something should be done. Usually the best method of dealing with insomnia is by attacking the underlying cause. For example, people who are depressed often have insomnia and looking at this problem may eliminate it. Not getting enough sleep can make you less productive, irritable and unable to concentrate. Lack of sleep can make it seem as if you got up out of the wrong side of the bed. Early morning headaches and waking up feeling as if you never went to sleep can result in frustration. Stress can cause insomnia but insomnia also increases stress. Insomnia can make driving unsafe as well. Insomnia can result in missed work, which can cause you to become less productive and miss promotions. It can leave you feeling as if you just cant get enough done. Insomnia can also mask serious mental disorders. People with insomnia may think that not getting enough sleep is their only problem, but the insomnia may actually be one symptom of a larger disorder, such as depression. Studies show that people with insomnia are four times more likely to be depressed than people with a healthy sleeping pattern. In addition, lack of sleep can tax the heart and lead to serious conditions like heart disease. All of these are important problems that can affect every part of your life. Establishing certain set routines can help insomniacs get better sleep. Examples of these routines include: going to bed and getting up at the same time every day, avoiding napping, avoiding caffeine, nicotine, alcohol and eating heavily late in the day, exercising regularly and making your bedroom comfortable in terms of the bed, noise and temperature. Insomniacs should also only use their bedroom for sleep so that their bodies associate the room with sleep. Finally, if you cant get to sleep, dont toss and turn all night. Get up and read or do something that is not overly stimulating until you feel really sleepy again. | Travelling can cause insomnia. | c |
id_3435 | Insomnia The Enemy of Sleep It is not unusual to have sleep troubles from time to time. But, if you feel you do not get enough sleep or satisfying sleep, you may have insomnia, a sleep disorder. People with insomnia have one or more of the following: difficulty falling asleep, waking up often during the night and having trouble going back to sleep, waking up too early in the morning and unrefreshing sleep. Insomnia is not defined by the number of hours you sleep every night. The amount of sleep a person needs varies. While most people need between 7 and 8 hours of sleep a night, some people do well with less, and some need more. Insomnia occurs most frequently in people over age 60, in people with a history of depression, and in women, especially after menopause. Severe emotional trauma can also cause insomnia with divorced, widowed and separated people being the most likely to suffer from this sleep disorder. Stress, anxiety, illness and other sleep disorders such as restless legs syndrome are the most common causes of insomnia. An irregular work schedule, jet lag or brain damage from a stroke or Alzeimers disease can also cause insomnia as well as excessive use of alcohol or illicit drugs. It can also accompany a variety of mental illnesses. The mechanism that induces sleep is not known. When it becomes dark, the pineal gland in the brain secretes a hormone called melatonin, which is thought to induce sleep. Exactly why sleep is necessary for good health and efficient mental functioning is unknown. We do know that sleep consists of two very different states: rapid eye movement (REM) sleep and non-REM sleep. In REM sleep, dreams occur, the eyes move under the closed lids and there is an increase in oxygen consumption, blood flow and neural activity. REM sleep occurs four or five times during a night. Beginning periods last about ten to fifteen minutes but the periods get longer as the night goes on. The periods of REM sleep alternate with longer periods of non-REM sleep, when body functions slow. Non-REM sleep has four stages. During the deepest stages (3 and 4) it is hard to rouse a sleeper. As the night goes on, the periods of non-REM sleep become progressively lighter. Sleep in stages 1 and 2 are felt to be restorative as during this time the body repairs itself utilising a hormone called somatostatin. Lack of stage 4 sleep is believed to be important in chronically painful conditions such as fibromyalgia. Healthcare providers diagnose insomnia in several ways. One way is to categorize insomnia by how often it occurs. Another way is to identify the insomnia by what is causing the sleep deprivation. The two main types of insomnia have been described as Primary Insomnia and Secondary Insomnia. Primary Insomnia is a chronic condition with little apparent association with stress or a medical problem. The most common form of primary insomnia is psychophysiological insomnia. Secondary insomnia is caused by symptoms that accompany a medical condition such as anxiety, depression or pain. Improving ones sleep hygiene helps improve insomnia in all patients. Relaxing during the hour before you go to sleep and creating a comfortable environment suited for sleep can be helpful. Older people who wake up earlier than normal or have trouble falling asleep may need less sleep than they used to. Changing ones sleep pattern, either by going to bed later or waking up earlier, can be effective in dealing with insomnia in older people. Therapy also depends on the cause and severity of the insomnia. Transient and intermittent insomnia may not require any direct action since these conditions last only a few days at a time. However, if insomnia interferes with a persons daily activities, something should be done. Usually the best method of dealing with insomnia is by attacking the underlying cause. For example, people who are depressed often have insomnia and looking at this problem may eliminate it. Not getting enough sleep can make you less productive, irritable and unable to concentrate. Lack of sleep can make it seem as if you got up out of the wrong side of the bed. Early morning headaches and waking up feeling as if you never went to sleep can result in frustration. Stress can cause insomnia but insomnia also increases stress. Insomnia can make driving unsafe as well. Insomnia can result in missed work, which can cause you to become less productive and miss promotions. It can leave you feeling as if you just cant get enough done. Insomnia can also mask serious mental disorders. People with insomnia may think that not getting enough sleep is their only problem, but the insomnia may actually be one symptom of a larger disorder, such as depression. Studies show that people with insomnia are four times more likely to be depressed than people with a healthy sleeping pattern. In addition, lack of sleep can tax the heart and lead to serious conditions like heart disease. All of these are important problems that can affect every part of your life. Establishing certain set routines can help insomniacs get better sleep. Examples of these routines include: going to bed and getting up at the same time every day, avoiding napping, avoiding caffeine, nicotine, alcohol and eating heavily late in the day, exercising regularly and making your bedroom comfortable in terms of the bed, noise and temperature. Insomniacs should also only use their bedroom for sleep so that their bodies associate the room with sleep. Finally, if you cant get to sleep, dont toss and turn all night. Get up and read or do something that is not overly stimulating until you feel really sleepy again. | REM sleep is felt to be the most important for the bodys rest. | n |
id_3436 | Insomnia The Enemy of Sleep It is not unusual to have sleep troubles from time to time. But, if you feel you do not get enough sleep or satisfying sleep, you may have insomnia, a sleep disorder. People with insomnia have one or more of the following: difficulty falling asleep, waking up often during the night and having trouble going back to sleep, waking up too early in the morning and unrefreshing sleep. Insomnia is not defined by the number of hours you sleep every night. The amount of sleep a person needs varies. While most people need between 7 and 8 hours of sleep a night, some people do well with less, and some need more. Insomnia occurs most frequently in people over age 60, in people with a history of depression, and in women, especially after menopause. Severe emotional trauma can also cause insomnia with divorced, widowed and separated people being the most likely to suffer from this sleep disorder. Stress, anxiety, illness and other sleep disorders such as restless legs syndrome are the most common causes of insomnia. An irregular work schedule, jet lag or brain damage from a stroke or Alzeimers disease can also cause insomnia as well as excessive use of alcohol or illicit drugs. It can also accompany a variety of mental illnesses. The mechanism that induces sleep is not known. When it becomes dark, the pineal gland in the brain secretes a hormone called melatonin, which is thought to induce sleep. Exactly why sleep is necessary for good health and efficient mental functioning is unknown. We do know that sleep consists of two very different states: rapid eye movement (REM) sleep and non-REM sleep. In REM sleep, dreams occur, the eyes move under the closed lids and there is an increase in oxygen consumption, blood flow and neural activity. REM sleep occurs four or five times during a night. Beginning periods last about ten to fifteen minutes but the periods get longer as the night goes on. The periods of REM sleep alternate with longer periods of non-REM sleep, when body functions slow. Non-REM sleep has four stages. During the deepest stages (3 and 4) it is hard to rouse a sleeper. As the night goes on, the periods of non-REM sleep become progressively lighter. Sleep in stages 1 and 2 are felt to be restorative as during this time the body repairs itself utilising a hormone called somatostatin. Lack of stage 4 sleep is believed to be important in chronically painful conditions such as fibromyalgia. Healthcare providers diagnose insomnia in several ways. One way is to categorize insomnia by how often it occurs. Another way is to identify the insomnia by what is causing the sleep deprivation. The two main types of insomnia have been described as Primary Insomnia and Secondary Insomnia. Primary Insomnia is a chronic condition with little apparent association with stress or a medical problem. The most common form of primary insomnia is psychophysiological insomnia. Secondary insomnia is caused by symptoms that accompany a medical condition such as anxiety, depression or pain. Improving ones sleep hygiene helps improve insomnia in all patients. Relaxing during the hour before you go to sleep and creating a comfortable environment suited for sleep can be helpful. Older people who wake up earlier than normal or have trouble falling asleep may need less sleep than they used to. Changing ones sleep pattern, either by going to bed later or waking up earlier, can be effective in dealing with insomnia in older people. Therapy also depends on the cause and severity of the insomnia. Transient and intermittent insomnia may not require any direct action since these conditions last only a few days at a time. However, if insomnia interferes with a persons daily activities, something should be done. Usually the best method of dealing with insomnia is by attacking the underlying cause. For example, people who are depressed often have insomnia and looking at this problem may eliminate it. Not getting enough sleep can make you less productive, irritable and unable to concentrate. Lack of sleep can make it seem as if you got up out of the wrong side of the bed. Early morning headaches and waking up feeling as if you never went to sleep can result in frustration. Stress can cause insomnia but insomnia also increases stress. Insomnia can make driving unsafe as well. Insomnia can result in missed work, which can cause you to become less productive and miss promotions. It can leave you feeling as if you just cant get enough done. Insomnia can also mask serious mental disorders. People with insomnia may think that not getting enough sleep is their only problem, but the insomnia may actually be one symptom of a larger disorder, such as depression. Studies show that people with insomnia are four times more likely to be depressed than people with a healthy sleeping pattern. In addition, lack of sleep can tax the heart and lead to serious conditions like heart disease. All of these are important problems that can affect every part of your life. Establishing certain set routines can help insomniacs get better sleep. Examples of these routines include: going to bed and getting up at the same time every day, avoiding napping, avoiding caffeine, nicotine, alcohol and eating heavily late in the day, exercising regularly and making your bedroom comfortable in terms of the bed, noise and temperature. Insomniacs should also only use their bedroom for sleep so that their bodies associate the room with sleep. Finally, if you cant get to sleep, dont toss and turn all night. Get up and read or do something that is not overly stimulating until you feel really sleepy again. | Secondary insomnia is far more common than primary insomnia. | n |
id_3437 | Insomnia The Enemy of Sleep It is not unusual to have sleep troubles from time to time. But, if you feel you do not get enough sleep or satisfying sleep, you may have insomnia, a sleep disorder. People with insomnia have one or more of the following: difficulty falling asleep, waking up often during the night and having trouble going back to sleep, waking up too early in the morning and unrefreshing sleep. Insomnia is not defined by the number of hours you sleep every night. The amount of sleep a person needs varies. While most people need between 7 and 8 hours of sleep a night, some people do well with less, and some need more. Insomnia occurs most frequently in people over age 60, in people with a history of depression, and in women, especially after menopause. Severe emotional trauma can also cause insomnia with divorced, widowed and separated people being the most likely to suffer from this sleep disorder. Stress, anxiety, illness and other sleep disorders such as restless legs syndrome are the most common causes of insomnia. An irregular work schedule, jet lag or brain damage from a stroke or Alzeimers disease can also cause insomnia as well as excessive use of alcohol or illicit drugs. It can also accompany a variety of mental illnesses. The mechanism that induces sleep is not known. When it becomes dark, the pineal gland in the brain secretes a hormone called melatonin, which is thought to induce sleep. Exactly why sleep is necessary for good health and efficient mental functioning is unknown. We do know that sleep consists of two very different states: rapid eye movement (REM) sleep and non-REM sleep. In REM sleep, dreams occur, the eyes move under the closed lids and there is an increase in oxygen consumption, blood flow and neural activity. REM sleep occurs four or five times during a night. Beginning periods last about ten to fifteen minutes but the periods get longer as the night goes on. The periods of REM sleep alternate with longer periods of non-REM sleep, when body functions slow. Non-REM sleep has four stages. During the deepest stages (3 and 4) it is hard to rouse a sleeper. As the night goes on, the periods of non-REM sleep become progressively lighter. Sleep in stages 1 and 2 are felt to be restorative as during this time the body repairs itself utilising a hormone called somatostatin. Lack of stage 4 sleep is believed to be important in chronically painful conditions such as fibromyalgia. Healthcare providers diagnose insomnia in several ways. One way is to categorize insomnia by how often it occurs. Another way is to identify the insomnia by what is causing the sleep deprivation. The two main types of insomnia have been described as Primary Insomnia and Secondary Insomnia. Primary Insomnia is a chronic condition with little apparent association with stress or a medical problem. The most common form of primary insomnia is psychophysiological insomnia. Secondary insomnia is caused by symptoms that accompany a medical condition such as anxiety, depression or pain. Improving ones sleep hygiene helps improve insomnia in all patients. Relaxing during the hour before you go to sleep and creating a comfortable environment suited for sleep can be helpful. Older people who wake up earlier than normal or have trouble falling asleep may need less sleep than they used to. Changing ones sleep pattern, either by going to bed later or waking up earlier, can be effective in dealing with insomnia in older people. Therapy also depends on the cause and severity of the insomnia. Transient and intermittent insomnia may not require any direct action since these conditions last only a few days at a time. However, if insomnia interferes with a persons daily activities, something should be done. Usually the best method of dealing with insomnia is by attacking the underlying cause. For example, people who are depressed often have insomnia and looking at this problem may eliminate it. Not getting enough sleep can make you less productive, irritable and unable to concentrate. Lack of sleep can make it seem as if you got up out of the wrong side of the bed. Early morning headaches and waking up feeling as if you never went to sleep can result in frustration. Stress can cause insomnia but insomnia also increases stress. Insomnia can make driving unsafe as well. Insomnia can result in missed work, which can cause you to become less productive and miss promotions. It can leave you feeling as if you just cant get enough done. Insomnia can also mask serious mental disorders. People with insomnia may think that not getting enough sleep is their only problem, but the insomnia may actually be one symptom of a larger disorder, such as depression. Studies show that people with insomnia are four times more likely to be depressed than people with a healthy sleeping pattern. In addition, lack of sleep can tax the heart and lead to serious conditions like heart disease. All of these are important problems that can affect every part of your life. Establishing certain set routines can help insomniacs get better sleep. Examples of these routines include: going to bed and getting up at the same time every day, avoiding napping, avoiding caffeine, nicotine, alcohol and eating heavily late in the day, exercising regularly and making your bedroom comfortable in terms of the bed, noise and temperature. Insomniacs should also only use their bedroom for sleep so that their bodies associate the room with sleep. Finally, if you cant get to sleep, dont toss and turn all night. Get up and read or do something that is not overly stimulating until you feel really sleepy again. | Sufferers of insomnia can attend specialist sleep clinics. | n |
id_3438 | Insomnia The Enemy of Sleep It is not unusual to have sleep troubles from time to time. But, if you feel you do not get enough sleep or satisfying sleep, you may have insomnia, a sleep disorder. People with insomnia have one or more of the following: difficulty falling asleep, waking up often during the night and having trouble going back to sleep, waking up too early in the morning and unrefreshing sleep. Insomnia is not defined by the number of hours you sleep every night. The amount of sleep a person needs varies. While most people need between 7 and 8 hours of sleep a night, some people do well with less, and some need more. Insomnia occurs most frequently in people over age 60, in people with a history of depression, and in women, especially after menopause. Severe emotional trauma can also cause insomnia with divorced, widowed and separated people being the most likely to suffer from this sleep disorder. Stress, anxiety, illness and other sleep disorders such as restless legs syndrome are the most common causes of insomnia. An irregular work schedule, jet lag or brain damage from a stroke or Alzeimers disease can also cause insomnia as well as excessive use of alcohol or illicit drugs. It can also accompany a variety of mental illnesses. The mechanism that induces sleep is not known. When it becomes dark, the pineal gland in the brain secretes a hormone called melatonin, which is thought to induce sleep. Exactly why sleep is necessary for good health and efficient mental functioning is unknown. We do know that sleep consists of two very different states: rapid eye movement (REM) sleep and non-REM sleep. In REM sleep, dreams occur, the eyes move under the closed lids and there is an increase in oxygen consumption, blood flow and neural activity. REM sleep occurs four or five times during a night. Beginning periods last about ten to fifteen minutes but the periods get longer as the night goes on. The periods of REM sleep alternate with longer periods of non-REM sleep, when body functions slow. Non-REM sleep has four stages. During the deepest stages (3 and 4) it is hard to rouse a sleeper. As the night goes on, the periods of non-REM sleep become progressively lighter. Sleep in stages 1 and 2 are felt to be restorative as during this time the body repairs itself utilising a hormone called somatostatin. Lack of stage 4 sleep is believed to be important in chronically painful conditions such as fibromyalgia. Healthcare providers diagnose insomnia in several ways. One way is to categorize insomnia by how often it occurs. Another way is to identify the insomnia by what is causing the sleep deprivation. The two main types of insomnia have been described as Primary Insomnia and Secondary Insomnia. Primary Insomnia is a chronic condition with little apparent association with stress or a medical problem. The most common form of primary insomnia is psychophysiological insomnia. Secondary insomnia is caused by symptoms that accompany a medical condition such as anxiety, depression or pain. Improving ones sleep hygiene helps improve insomnia in all patients. Relaxing during the hour before you go to sleep and creating a comfortable environment suited for sleep can be helpful. Older people who wake up earlier than normal or have trouble falling asleep may need less sleep than they used to. Changing ones sleep pattern, either by going to bed later or waking up earlier, can be effective in dealing with insomnia in older people. Therapy also depends on the cause and severity of the insomnia. Transient and intermittent insomnia may not require any direct action since these conditions last only a few days at a time. However, if insomnia interferes with a persons daily activities, something should be done. Usually the best method of dealing with insomnia is by attacking the underlying cause. For example, people who are depressed often have insomnia and looking at this problem may eliminate it. Not getting enough sleep can make you less productive, irritable and unable to concentrate. Lack of sleep can make it seem as if you got up out of the wrong side of the bed. Early morning headaches and waking up feeling as if you never went to sleep can result in frustration. Stress can cause insomnia but insomnia also increases stress. Insomnia can make driving unsafe as well. Insomnia can result in missed work, which can cause you to become less productive and miss promotions. It can leave you feeling as if you just cant get enough done. Insomnia can also mask serious mental disorders. People with insomnia may think that not getting enough sleep is their only problem, but the insomnia may actually be one symptom of a larger disorder, such as depression. Studies show that people with insomnia are four times more likely to be depressed than people with a healthy sleeping pattern. In addition, lack of sleep can tax the heart and lead to serious conditions like heart disease. All of these are important problems that can affect every part of your life. Establishing certain set routines can help insomniacs get better sleep. Examples of these routines include: going to bed and getting up at the same time every day, avoiding napping, avoiding caffeine, nicotine, alcohol and eating heavily late in the day, exercising regularly and making your bedroom comfortable in terms of the bed, noise and temperature. Insomniacs should also only use their bedroom for sleep so that their bodies associate the room with sleep. Finally, if you cant get to sleep, dont toss and turn all night. Get up and read or do something that is not overly stimulating until you feel really sleepy again. | Many people suffering from insomnia dont realise that they suffer from it. | n |
id_3439 | Insomnia The Enemy of Sleep It is not unusual to have sleep troubles from time to time. But, if you feel you do not get enough sleep or satisfying sleep, you may have insomnia, a sleep disorder. People with insomnia have one or more of the following: difficulty falling asleep, waking up often during the night and having trouble going back to sleep, waking up too early in the morning and unrefreshing sleep. Insomnia is not defined by the number of hours you sleep every night. The amount of sleep a person needs varies. While most people need between 7 and 8 hours of sleep a night, some people do well with less, and some need more. Insomnia occurs most frequently in people over age 60, in people with a history of depression, and in women, especially after menopause. Severe emotional trauma can also cause insomnia with divorced, widowed and separated people being the most likely to suffer from this sleep disorder. Stress, anxiety, illness and other sleep disorders such as restless legs syndrome are the most common causes of insomnia. An irregular work schedule, jet lag or brain damage from a stroke or Alzeimers disease can also cause insomnia as well as excessive use of alcohol or illicit drugs. It can also accompany a variety of mental illnesses. The mechanism that induces sleep is not known. When it becomes dark, the pineal gland in the brain secretes a hormone called melatonin, which is thought to induce sleep. Exactly why sleep is necessary for good health and efficient mental functioning is unknown. We do know that sleep consists of two very different states: rapid eye movement (REM) sleep and non-REM sleep. In REM sleep, dreams occur, the eyes move under the closed lids and there is an increase in oxygen consumption, blood flow and neural activity. REM sleep occurs four or five times during a night. Beginning periods last about ten to fifteen minutes but the periods get longer as the night goes on. The periods of REM sleep alternate with longer periods of non-REM sleep, when body functions slow. Non-REM sleep has four stages. During the deepest stages (3 and 4) it is hard to rouse a sleeper. As the night goes on, the periods of non-REM sleep become progressively lighter. Sleep in stages 1 and 2 are felt to be restorative as during this time the body repairs itself utilising a hormone called somatostatin. Lack of stage 4 sleep is believed to be important in chronically painful conditions such as fibromyalgia. Healthcare providers diagnose insomnia in several ways. One way is to categorize insomnia by how often it occurs. Another way is to identify the insomnia by what is causing the sleep deprivation. The two main types of insomnia have been described as Primary Insomnia and Secondary Insomnia. Primary Insomnia is a chronic condition with little apparent association with stress or a medical problem. The most common form of primary insomnia is psychophysiological insomnia. Secondary insomnia is caused by symptoms that accompany a medical condition such as anxiety, depression or pain. Improving ones sleep hygiene helps improve insomnia in all patients. Relaxing during the hour before you go to sleep and creating a comfortable environment suited for sleep can be helpful. Older people who wake up earlier than normal or have trouble falling asleep may need less sleep than they used to. Changing ones sleep pattern, either by going to bed later or waking up earlier, can be effective in dealing with insomnia in older people. Therapy also depends on the cause and severity of the insomnia. Transient and intermittent insomnia may not require any direct action since these conditions last only a few days at a time. However, if insomnia interferes with a persons daily activities, something should be done. Usually the best method of dealing with insomnia is by attacking the underlying cause. For example, people who are depressed often have insomnia and looking at this problem may eliminate it. Not getting enough sleep can make you less productive, irritable and unable to concentrate. Lack of sleep can make it seem as if you got up out of the wrong side of the bed. Early morning headaches and waking up feeling as if you never went to sleep can result in frustration. Stress can cause insomnia but insomnia also increases stress. Insomnia can make driving unsafe as well. Insomnia can result in missed work, which can cause you to become less productive and miss promotions. It can leave you feeling as if you just cant get enough done. Insomnia can also mask serious mental disorders. People with insomnia may think that not getting enough sleep is their only problem, but the insomnia may actually be one symptom of a larger disorder, such as depression. Studies show that people with insomnia are four times more likely to be depressed than people with a healthy sleeping pattern. In addition, lack of sleep can tax the heart and lead to serious conditions like heart disease. All of these are important problems that can affect every part of your life. Establishing certain set routines can help insomniacs get better sleep. Examples of these routines include: going to bed and getting up at the same time every day, avoiding napping, avoiding caffeine, nicotine, alcohol and eating heavily late in the day, exercising regularly and making your bedroom comfortable in terms of the bed, noise and temperature. Insomniacs should also only use their bedroom for sleep so that their bodies associate the room with sleep. Finally, if you cant get to sleep, dont toss and turn all night. Get up and read or do something that is not overly stimulating until you feel really sleepy again. | There is no actual correlation linking insomnia and depression. | c |
id_3440 | Instituted in 1979 as a temporary measure to limit population growth, Chinas one child policy remains in force today and is likely to continue for another decade. Chinas population control policy has attracted criticism because of the manner in which it is enforced, and also because of its social repercussions. Supporters of the Chinese governments policy consider it a necessary measure to curb extreme overpopulation, which has resulted in a reduction of an estimated 300 million people in its first twenty years. Not only is a reduced population environmentally beneficial, it also increases Chinas per capita gross domestic product. The one-child policy has led to a disparate ratio of males to females with abortion, abandonment and infanticide of female infants resulting from a cultural preference for sons. Furthermore, Draconian measures such as forced sterilization are strongly opposed by critics as a violation of human reproduction rights. The one-child policy is enforced strictly in urban areas, whereas in provincial regions fines are imposed on families with more than one child. There are also exceptions to the rules for example, ethnic minorities. A rule also allows couples without siblings to have two children a provision which applies to millions of sibling-free adults now of child-bearing age. | The general preference among Chinese parents is for male babies. | e |
id_3441 | Instituted in 1979 as a temporary measure to limit population growth, Chinas one child policy remains in force today and is likely to continue for another decade. Chinas population control policy has attracted criticism because of the manner in which it is enforced, and also because of its social repercussions. Supporters of the Chinese governments policy consider it a necessary measure to curb extreme overpopulation, which has resulted in a reduction of an estimated 300 million people in its first twenty years. Not only is a reduced population environmentally beneficial, it also increases Chinas per capita gross domestic product. The one-child policy has led to a disparate ratio of males to females with abortion, abandonment and infanticide of female infants resulting from a cultural preference for sons. Furthermore, Draconian measures such as forced sterilization are strongly opposed by critics as a violation of human reproduction rights. The one-child policy is enforced strictly in urban areas, whereas in provincial regions fines are imposed on families with more than one child. There are also exceptions to the rules for example, ethnic minorities. A rule also allows couples without siblings to have two children a provision which applies to millions of sibling-free adults now of child-bearing age. | Families with more than one child are more common in China's rural areas. | n |
id_3442 | Instituted in 1979 as a temporary measure to limit population growth, Chinas one child policy remains in force today and is likely to continue for another decade. Chinas population control policy has attracted criticism because of the manner in which it is enforced, and also because of its social repercussions. Supporters of the Chinese governments policy consider it a necessary measure to curb extreme overpopulation, which has resulted in a reduction of an estimated 300 million people in its first twenty years. Not only is a reduced population environmentally beneficial, it also increases Chinas per capita gross domestic product. The one-child policy has led to a disparate ratio of males to females with abortion, abandonment and infanticide of female infants resulting from a cultural preference for sons. Furthermore, Draconian measures such as forced sterilization are strongly opposed by critics as a violation of human reproduction rights. The one-child policy is enforced strictly in urban areas, whereas in provincial regions fines are imposed on families with more than one child. There are also exceptions to the rules for example, ethnic minorities. A rule also allows couples without siblings to have two children a provision which applies to millions of sibling-free adults now of child-bearing age. | The main criticism of China's one-child policy is that it violates human rights. | n |
id_3443 | Instituted in 1979 as a temporary measure to limit population growth, Chinas one child policy remains in force today and is likely to continue for another decade. Chinas population control policy has attracted criticism because of the manner in which it is enforced, and also because of its social repercussions. Supporters of the Chinese governments policy consider it a necessary measure to curb extreme overpopulation, which has resulted in a reduction of an estimated 300 million people in its first twenty years. Not only is a reduced population environmentally beneficial, it also increases Chinas per capita gross domestic product. The one-child policy has led to a disparate ratio of males to females with abortion, abandonment and infanticide of female infants resulting from a cultural preference for sons. Furthermore, Draconian measures such as forced sterilization are strongly opposed by critics as a violation of human reproduction rights. The one-child policy is enforced strictly in urban areas, whereas in provincial regions fines are imposed on families with more than one child. There are also exceptions to the rules for example, ethnic minorities. A rule also allows couples without siblings to have two children a provision which applies to millions of sibling-free adults now of child-bearing age. | The passage suggests that two-child families will dramatically increase, as sibling-free adults reach child-bearing age. | c |
id_3444 | Instituted in 1979 as a temporary measure to limit population growth, Chinas one child policy remains in force today and is likely to continue for another decade. Chinas population control policy has attracted criticism because of the manner in which it is enforced, and also because of its social repercussions. Supporters of the Chinese governments policy consider it a necessary measure to curb extreme overpopulation, which has resulted in a reduction of an estimated 300 million people in its first twenty years. Not only is a reduced population environmentally beneficial, it also increases Chinas per capita gross domestic product. The one-child policy has led to a disparate ratio of males to females with abortion, abandonment and infanticide of female infants resulting from a cultural preference for sons. Furthermore, Draconian measures such as forced sterilization are strongly opposed by critics as a violation of human reproduction rights. The one-child policy is enforced strictly in urban areas, whereas in provincial regions fines are imposed on families with more than one child. There are also exceptions to the rules for example, ethnic minorities. A rule also allows couples without siblings to have two children a provision which applies to millions of sibling-free adults now of child-bearing age. | Chinas one-child policy increases the countrys wealth. | n |
id_3445 | Intellectual property infers the right to extort payment when our cultural expression should be free and freely shared. In the digital world everyone is an author, publisher and critic so why should a chosen few be allowed to lay claim to the expression of our common cultural heritage and enjoy the recognition of authorship and the right to royalties? Why should the corporate media conglomerates be allowed to use copyright, patents and intellectual property laws to make criminals of tens of thousands of users of virtual communities if they share music, videos and written works? These users freely share their own work and if all work were to be donated in this way the public sphere would be a far more cultural, creative place. | In the passage the statement Why should the corporate media conglomerates be allowed to use copyright, patents and intellectual property laws to make criminals of tens of thousands of users of virtual communities if they share music, videos and written works? is relied upon as a premise to the conclusion that if all work were to be donated in this way the public sphere would be a far more cultural, creative place. | e |
id_3446 | Intellectual property infers the right to extort payment when our cultural expression should be free and freely shared. In the digital world everyone is an author, publisher and critic so why should a chosen few be allowed to lay claim to the expression of our common cultural heritage and enjoy the recognition of authorship and the right to royalties? Why should the corporate media conglomerates be allowed to use copyright, patents and intellectual property laws to make criminals of tens of thousands of users of virtual communities if they share music, videos and written works? These users freely share their own work and if all work were to be donated in this way the public sphere would be a far more cultural, creative place. | The author would agree that I should be able to walk into a bookshop and take any of the works found there without paying. | n |
id_3447 | Intellectual property infers the right to extort payment when our cultural expression should be free and freely shared. In the digital world everyone is an author, publisher and critic so why should a chosen few be allowed to lay claim to the expression of our common cultural heritage and enjoy the recognition of authorship and the right to royalties? Why should the corporate media conglomerates be allowed to use copyright, patents and intellectual property laws to make criminals of tens of thousands of users of virtual communities if they share music, videos and written works? These users freely share their own work and if all work were to be donated in this way the public sphere would be a far more cultural, creative place. | The author would agree that a musician should receive payment when his work is broadcast. | c |
id_3448 | Intellectual property infers the right to extort payment when our cultural expression should be free and freely shared. In the digital world everyone is an author, publisher and critic so why should a chosen few be allowed to lay claim to the expression of our common cultural heritage and enjoy the recognition of authorship and the right to royalties? Why should the corporate media conglomerates be allowed to use copyright, patents and intellectual property laws to make criminals of tens of thousands of users of virtual communities if they share music, videos and written works? These users freely share their own work and if all work were to be donated in this way the public sphere would be a far more cultural, creative place. | The word conglomerate means large business. | e |
id_3449 | Intellectual property infers the right to extort payment when our cultural expression should be free and freely shared. In the digital world everyone is an author, publisher and critic so why should a chosen few be allowed to lay claim to the expression of our common cultural heritage and enjoy the recognition of authorship and the right to royalties? Why should the corporate media conglomerates be allowed to use copyright, patents and intellectual property laws to make criminals of tens of thousands of users of virtual communities if they share music, videos and written works? These users freely share their own work and if all work were to be donated in this way the public sphere would be a far more cultural, creative place. | The sentiment of the passage is captured in the statement the public sphere would be a far more cultural, creative place. | c |
id_3450 | Intellectual property is little more than the right to extract payment when our cultural outpourings should be free to share. In the digital world we are all authors, publishers and critics, so why should some be allowed to lay claim to our common cultural heritage and expression and enjoy the recognition of paternity? Why should the corporate media conglomerates be allowed to use copyright, patents and intellectual property laws to make criminals of thousands of users of virtual communities if they share music videos and written works? These users freely share their own work, and if all work were to be donated in this way the public sphere would be transformed into a more cultural, creative place. | The author of the passage would agree that the people who write books, poems, plays and film scripts, even through they may have taken years to write them, should donate the product of their craft for free. | e |
id_3451 | Intellectual property is little more than the right to extract payment when our cultural outpourings should be free to share. In the digital world we are all authors, publishers and critics, so why should some be allowed to lay claim to our common cultural heritage and expression and enjoy the recognition of paternity? Why should the corporate media conglomerates be allowed to use copyright, patents and intellectual property laws to make criminals of thousands of users of virtual communities if they share music videos and written works? These users freely share their own work, and if all work were to be donated in this way the public sphere would be transformed into a more cultural, creative place. | The word paternity in the context of the passage means fatherhood. | c |
id_3452 | Intellectual property is little more than the right to extract payment when our cultural outpourings should be free to share. In the digital world we are all authors, publishers and critics, so why should some be allowed to lay claim to our common cultural heritage and expression and enjoy the recognition of paternity? Why should the corporate media conglomerates be allowed to use copyright, patents and intellectual property laws to make criminals of thousands of users of virtual communities if they share music videos and written works? These users freely share their own work, and if all work were to be donated in this way the public sphere would be transformed into a more cultural, creative place. | The passage does not present an either/or scenario but allows for a balance to be struck. | c |
id_3453 | Intelligence and Giftedness A. In 1904 the French minister of education, facing limited resources for schooling, sought a way to separate die unable from the merely lazy. Alfred Binet got the job of devising selection principles and his brilliant solution put a stamp on the study of intelligence and was the forerunner of intelligence tests still used today, he developed a thirty-problem test in 1905, which tapped several abilities related to intellect, such as judgment and reasoning, the test determined a given child's mental age', the test previously established a norm for children of a given physical age. (for example, five-year-olds on average get ten items correct), therefore, a child with a mental age of five should score 10, which would mean that he or she was functioning pretty much as others of that age. the child's mental age was then compared to his physical age. B. A large disparity in the wrong direction (e. g. , a child of nine with a mental age of four) might suggest inability rather than laziness and mean he or she was earmarked for special schooling, Binet, however, denied that the test was measuring intelligence, its purpose was simply diagnostic, for selection only. This message was however lost, and caused many problems and misunderstanding later. C. Although Binet's test was popular, it was a bit inconvenient to deal with a variety of physical and mental ages. So in 1912 Wilhelm Stem suggested simplifying this by reducing die two to a single number, he divided the mental age by the physical age, and multiplied the result by 100. An average child, irrespective of age, would score 100. a number much lower than 100 would suggest the need for help, and one much higher would suggest a child well ahead of his peer. D. This measurement is what is now termed the IQ (for intelligence quotient)score and it has evolved to be used to show how a person, adult or child, performed in relation to others, (the term IQ was coined by Lewis m. Terman, professor of psychology and education of Stanford university, in 1916. he had constructed an enormously influential revision of Binet's test, called the Stanford-Binet test, versions of which are still given extensively. ) E. The field studying intelligence and developing tests eventually coalesced into a sub-field of psychology called psychometrics (psycho for mind and metrics for 'measurements'). The practical side of psychometrics (the development and use of tests) became widespread quite early, by 1917, when Einstein published his grand theory of relativity, mass- scale testing was already in use. Germanys unrestricted submarine warfare (which led to the sinking of the Lusitania in 1915) provoked the United States to finally enter the First World War in the same year. The military had to build up an army very quickly; it had two million inductees to sort out. Who would become officers and who enlisted men? Psychometricians developed two intelligence tests that helped sort all these people out, at least to some extent, this was the first major use of testing to decide who lived and who died, as officers were a lot safer on the battlefield, the tests themselves were given under horrendously bad conditions, and the examiners seemed to lack commonsense, a lot of recruits simply had no idea what to do and in several sessions most inductees scored zero! The examiners also came up with the quite astounding conclusion from the testing that the average American adult's intelligence was equal to that of a thirteen-year-old! F. Intelligence testing enforced political and social prejudice, their results were used to argue that Jews ought to be kept out of the united states because they were so intelligently inferior that they would pollute the racial mix; and blacks ought not to be allowed to breed at all. And so abuse and test bias controversies continued to plaque psychometrics. G. Measurement is fundamental to science and technology, science oftenadvances in leaps and bounds when measurement devices improve, psychometrics has long tried to develop ways to gauge psychological qualities such as intelligence and more specific abilities, anxiety, extroversion, emotional stability, compatibility, with marriage partner, and so on. Their scores are often given enormous weight, a single IQ measurement can take on a life of its own if teachers and parents see it as definitive, it became a major issue in the 70s, when court cases were launched to stop anyone from making important decisions based on IQ test scores, the main criticism was and still is that current tests dont really measure intelligence, whether intelligence can be measured at all is still controversial, some say it cannot others say that IQ tests are psychologys greatest accomplishments | Einstein was a counter-example of IQ test conclusion. | n |
id_3454 | Intelligence and Giftedness A. In 1904 the French minister of education, facing limited resources for schooling, sought a way to separate die unable from the merely lazy. Alfred Binet got the job of devising selection principles and his brilliant solution put a stamp on the study of intelligence and was the forerunner of intelligence tests still used today, he developed a thirty-problem test in 1905, which tapped several abilities related to intellect, such as judgment and reasoning, the test determined a given child's mental age', the test previously established a norm for children of a given physical age. (for example, five-year-olds on average get ten items correct), therefore, a child with a mental age of five should score 10, which would mean that he or she was functioning pretty much as others of that age. the child's mental age was then compared to his physical age. B. A large disparity in the wrong direction (e. g. , a child of nine with a mental age of four) might suggest inability rather than laziness and mean he or she was earmarked for special schooling, Binet, however, denied that the test was measuring intelligence, its purpose was simply diagnostic, for selection only. This message was however lost, and caused many problems and misunderstanding later. C. Although Binet's test was popular, it was a bit inconvenient to deal with a variety of physical and mental ages. So in 1912 Wilhelm Stem suggested simplifying this by reducing die two to a single number, he divided the mental age by the physical age, and multiplied the result by 100. An average child, irrespective of age, would score 100. a number much lower than 100 would suggest the need for help, and one much higher would suggest a child well ahead of his peer. D. This measurement is what is now termed the IQ (for intelligence quotient)score and it has evolved to be used to show how a person, adult or child, performed in relation to others, (the term IQ was coined by Lewis m. Terman, professor of psychology and education of Stanford university, in 1916. he had constructed an enormously influential revision of Binet's test, called the Stanford-Binet test, versions of which are still given extensively. ) E. The field studying intelligence and developing tests eventually coalesced into a sub-field of psychology called psychometrics (psycho for mind and metrics for 'measurements'). The practical side of psychometrics (the development and use of tests) became widespread quite early, by 1917, when Einstein published his grand theory of relativity, mass- scale testing was already in use. Germanys unrestricted submarine warfare (which led to the sinking of the Lusitania in 1915) provoked the United States to finally enter the First World War in the same year. The military had to build up an army very quickly; it had two million inductees to sort out. Who would become officers and who enlisted men? Psychometricians developed two intelligence tests that helped sort all these people out, at least to some extent, this was the first major use of testing to decide who lived and who died, as officers were a lot safer on the battlefield, the tests themselves were given under horrendously bad conditions, and the examiners seemed to lack commonsense, a lot of recruits simply had no idea what to do and in several sessions most inductees scored zero! The examiners also came up with the quite astounding conclusion from the testing that the average American adult's intelligence was equal to that of a thirteen-year-old! F. Intelligence testing enforced political and social prejudice, their results were used to argue that Jews ought to be kept out of the united states because they were so intelligently inferior that they would pollute the racial mix; and blacks ought not to be allowed to breed at all. And so abuse and test bias controversies continued to plaque psychometrics. G. Measurement is fundamental to science and technology, science oftenadvances in leaps and bounds when measurement devices improve, psychometrics has long tried to develop ways to gauge psychological qualities such as intelligence and more specific abilities, anxiety, extroversion, emotional stability, compatibility, with marriage partner, and so on. Their scores are often given enormous weight, a single IQ measurement can take on a life of its own if teachers and parents see it as definitive, it became a major issue in the 70s, when court cases were launched to stop anyone from making important decisions based on IQ test scores, the main criticism was and still is that current tests dont really measure intelligence, whether intelligence can be measured at all is still controversial, some say it cannot others say that IQ tests are psychologys greatest accomplishments | IQ test may probably bad to racial discrimination as a negative effect. | e |
id_3455 | Intelligence and Giftedness A. In 1904 the French minister of education, facing limited resources for schooling, sought a way to separate die unable from the merely lazy. Alfred Binet got the job of devising selection principles and his brilliant solution put a stamp on the study of intelligence and was the forerunner of intelligence tests still used today, he developed a thirty-problem test in 1905, which tapped several abilities related to intellect, such as judgment and reasoning, the test determined a given child's mental age', the test previously established a norm for children of a given physical age. (for example, five-year-olds on average get ten items correct), therefore, a child with a mental age of five should score 10, which would mean that he or she was functioning pretty much as others of that age. the child's mental age was then compared to his physical age. B. A large disparity in the wrong direction (e. g. , a child of nine with a mental age of four) might suggest inability rather than laziness and mean he or she was earmarked for special schooling, Binet, however, denied that the test was measuring intelligence, its purpose was simply diagnostic, for selection only. This message was however lost, and caused many problems and misunderstanding later. C. Although Binet's test was popular, it was a bit inconvenient to deal with a variety of physical and mental ages. So in 1912 Wilhelm Stem suggested simplifying this by reducing die two to a single number, he divided the mental age by the physical age, and multiplied the result by 100. An average child, irrespective of age, would score 100. a number much lower than 100 would suggest the need for help, and one much higher would suggest a child well ahead of his peer. D. This measurement is what is now termed the IQ (for intelligence quotient)score and it has evolved to be used to show how a person, adult or child, performed in relation to others, (the term IQ was coined by Lewis m. Terman, professor of psychology and education of Stanford university, in 1916. he had constructed an enormously influential revision of Binet's test, called the Stanford-Binet test, versions of which are still given extensively. ) E. The field studying intelligence and developing tests eventually coalesced into a sub-field of psychology called psychometrics (psycho for mind and metrics for 'measurements'). The practical side of psychometrics (the development and use of tests) became widespread quite early, by 1917, when Einstein published his grand theory of relativity, mass- scale testing was already in use. Germanys unrestricted submarine warfare (which led to the sinking of the Lusitania in 1915) provoked the United States to finally enter the First World War in the same year. The military had to build up an army very quickly; it had two million inductees to sort out. Who would become officers and who enlisted men? Psychometricians developed two intelligence tests that helped sort all these people out, at least to some extent, this was the first major use of testing to decide who lived and who died, as officers were a lot safer on the battlefield, the tests themselves were given under horrendously bad conditions, and the examiners seemed to lack commonsense, a lot of recruits simply had no idea what to do and in several sessions most inductees scored zero! The examiners also came up with the quite astounding conclusion from the testing that the average American adult's intelligence was equal to that of a thirteen-year-old! F. Intelligence testing enforced political and social prejudice, their results were used to argue that Jews ought to be kept out of the united states because they were so intelligently inferior that they would pollute the racial mix; and blacks ought not to be allowed to breed at all. And so abuse and test bias controversies continued to plaque psychometrics. G. Measurement is fundamental to science and technology, science oftenadvances in leaps and bounds when measurement devices improve, psychometrics has long tried to develop ways to gauge psychological qualities such as intelligence and more specific abilities, anxiety, extroversion, emotional stability, compatibility, with marriage partner, and so on. Their scores are often given enormous weight, a single IQ measurement can take on a life of its own if teachers and parents see it as definitive, it became a major issue in the 70s, when court cases were launched to stop anyone from making important decisions based on IQ test scores, the main criticism was and still is that current tests dont really measure intelligence, whether intelligence can be measured at all is still controversial, some say it cannot others say that IQ tests are psychologys greatest accomplishments | The author regards measuring intelligent test as a goal hardly meaningful | n |
id_3456 | Intelligence and Giftedness A. In 1904 the French minister of education, facing limited resources for schooling, sought a way to separate die unable from the merely lazy. Alfred Binet got the job of devising selection principles and his brilliant solution put a stamp on the study of intelligence and was the forerunner of intelligence tests still used today, he developed a thirty-problem test in 1905, which tapped several abilities related to intellect, such as judgment and reasoning, the test determined a given child's mental age', the test previously established a norm for children of a given physical age. (for example, five-year-olds on average get ten items correct), therefore, a child with a mental age of five should score 10, which would mean that he or she was functioning pretty much as others of that age. the child's mental age was then compared to his physical age. B. A large disparity in the wrong direction (e. g. , a child of nine with a mental age of four) might suggest inability rather than laziness and mean he or she was earmarked for special schooling, Binet, however, denied that the test was measuring intelligence, its purpose was simply diagnostic, for selection only. This message was however lost, and caused many problems and misunderstanding later. C. Although Binet's test was popular, it was a bit inconvenient to deal with a variety of physical and mental ages. So in 1912 Wilhelm Stem suggested simplifying this by reducing die two to a single number, he divided the mental age by the physical age, and multiplied the result by 100. An average child, irrespective of age, would score 100. a number much lower than 100 would suggest the need for help, and one much higher would suggest a child well ahead of his peer. D. This measurement is what is now termed the IQ (for intelligence quotient)score and it has evolved to be used to show how a person, adult or child, performed in relation to others, (the term IQ was coined by Lewis m. Terman, professor of psychology and education of Stanford university, in 1916. he had constructed an enormously influential revision of Binet's test, called the Stanford-Binet test, versions of which are still given extensively. ) E. The field studying intelligence and developing tests eventually coalesced into a sub-field of psychology called psychometrics (psycho for mind and metrics for 'measurements'). The practical side of psychometrics (the development and use of tests) became widespread quite early, by 1917, when Einstein published his grand theory of relativity, mass- scale testing was already in use. Germanys unrestricted submarine warfare (which led to the sinking of the Lusitania in 1915) provoked the United States to finally enter the First World War in the same year. The military had to build up an army very quickly; it had two million inductees to sort out. Who would become officers and who enlisted men? Psychometricians developed two intelligence tests that helped sort all these people out, at least to some extent, this was the first major use of testing to decide who lived and who died, as officers were a lot safer on the battlefield, the tests themselves were given under horrendously bad conditions, and the examiners seemed to lack commonsense, a lot of recruits simply had no idea what to do and in several sessions most inductees scored zero! The examiners also came up with the quite astounding conclusion from the testing that the average American adult's intelligence was equal to that of a thirteen-year-old! F. Intelligence testing enforced political and social prejudice, their results were used to argue that Jews ought to be kept out of the united states because they were so intelligently inferior that they would pollute the racial mix; and blacks ought not to be allowed to breed at all. And so abuse and test bias controversies continued to plaque psychometrics. G. Measurement is fundamental to science and technology, science oftenadvances in leaps and bounds when measurement devices improve, psychometrics has long tried to develop ways to gauge psychological qualities such as intelligence and more specific abilities, anxiety, extroversion, emotional stability, compatibility, with marriage partner, and so on. Their scores are often given enormous weight, a single IQ measurement can take on a life of its own if teachers and parents see it as definitive, it became a major issue in the 70s, when court cases were launched to stop anyone from making important decisions based on IQ test scores, the main criticism was and still is that current tests dont really measure intelligence, whether intelligence can be measured at all is still controversial, some say it cannot others say that IQ tests are psychologys greatest accomplishments | Part the intension in designing the test by professor Binet has been misunderstood. | e |
id_3457 | Intelligence and Giftedness A. In 1904 the French minister of education, facing limited resources for schooling, sought a way to separate die unable from the merely lazy. Alfred Binet got the job of devising selection principles and his brilliant solution put a stamp on the study of intelligence and was the forerunner of intelligence tests still used today, he developed a thirty-problem test in 1905, which tapped several abilities related to intellect, such as judgment and reasoning, the test determined a given child's mental age', the test previously established a norm for children of a given physical age. (for example, five-year-olds on average get ten items correct), therefore, a child with a mental age of five should score 10, which would mean that he or she was functioning pretty much as others of that age. the child's mental age was then compared to his physical age. B. A large disparity in the wrong direction (e. g. , a child of nine with a mental age of four) might suggest inability rather than laziness and mean he or she was earmarked for special schooling, Binet, however, denied that the test was measuring intelligence, its purpose was simply diagnostic, for selection only. This message was however lost, and caused many problems and misunderstanding later. C. Although Binet's test was popular, it was a bit inconvenient to deal with a variety of physical and mental ages. So in 1912 Wilhelm Stem suggested simplifying this by reducing die two to a single number, he divided the mental age by the physical age, and multiplied the result by 100. An average child, irrespective of age, would score 100. a number much lower than 100 would suggest the need for help, and one much higher would suggest a child well ahead of his peer. D. This measurement is what is now termed the IQ (for intelligence quotient)score and it has evolved to be used to show how a person, adult or child, performed in relation to others, (the term IQ was coined by Lewis m. Terman, professor of psychology and education of Stanford university, in 1916. he had constructed an enormously influential revision of Binet's test, called the Stanford-Binet test, versions of which are still given extensively. ) E. The field studying intelligence and developing tests eventually coalesced into a sub-field of psychology called psychometrics (psycho for mind and metrics for 'measurements'). The practical side of psychometrics (the development and use of tests) became widespread quite early, by 1917, when Einstein published his grand theory of relativity, mass- scale testing was already in use. Germanys unrestricted submarine warfare (which led to the sinking of the Lusitania in 1915) provoked the United States to finally enter the First World War in the same year. The military had to build up an army very quickly; it had two million inductees to sort out. Who would become officers and who enlisted men? Psychometricians developed two intelligence tests that helped sort all these people out, at least to some extent, this was the first major use of testing to decide who lived and who died, as officers were a lot safer on the battlefield, the tests themselves were given under horrendously bad conditions, and the examiners seemed to lack commonsense, a lot of recruits simply had no idea what to do and in several sessions most inductees scored zero! The examiners also came up with the quite astounding conclusion from the testing that the average American adult's intelligence was equal to that of a thirteen-year-old! F. Intelligence testing enforced political and social prejudice, their results were used to argue that Jews ought to be kept out of the united states because they were so intelligently inferior that they would pollute the racial mix; and blacks ought not to be allowed to breed at all. And so abuse and test bias controversies continued to plaque psychometrics. G. Measurement is fundamental to science and technology, science oftenadvances in leaps and bounds when measurement devices improve, psychometrics has long tried to develop ways to gauge psychological qualities such as intelligence and more specific abilities, anxiety, extroversion, emotional stability, compatibility, with marriage partner, and so on. Their scores are often given enormous weight, a single IQ measurement can take on a life of its own if teachers and parents see it as definitive, it became a major issue in the 70s, when court cases were launched to stop anyone from making important decisions based on IQ test scores, the main criticism was and still is that current tests dont really measure intelligence, whether intelligence can be measured at all is still controversial, some say it cannot others say that IQ tests are psychologys greatest accomplishments | Age as a factor is completely overboked in the simplified tests by Wilhelm Stern | c |
id_3458 | Internal Market: Selling the inside When you think of marketing, you more than likely think of marketing to your customers: How can you persuade more people to buy what you sell? But another market is just as important: your employees, the very people who can make the brand come alive for your customers. Yet in our work helping executives develop and carry out branding campaigns, my colleagues and I have found that companies very often ignore this critical constituency. Why is internal marketing so important? First, because its the best way to help employees make a powerful emotional connection to the products and services you sell. Without that connection, employees are likely to undermine the expectations set by your advertising. In some cases, this is because they simply dont understand what you have promised the public, so they end up working at cross-purposes. In other cases, it may be they dont actually believe in the brand and feel disengaged or, worse, hostile toward the company. Weve found that when people care about and believe in the brand, theyre motivated to work harder and their loyalty to the company increases. Employees are united and inspired by a common sense of purpose and identity. Unfortunately, in most companies, internal marketing is done poorly, if at all. While executives recognise the need to keep people informed about the companys strategy and direction, few understand the need to convince employees of the brands powerthey take it as a given. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role. Enabling employees to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the companys image), it chose to ignore research that suggested consumers were unpre-pared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organised staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Fly the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign, Rising, in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment, ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the Rising pledge. Three years later, United decided employee opposition was under-mining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign, It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. Advertising isnt the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterises its ad campaigns alive and well within the company. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality Is Job 1 from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvements under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralised staff, who had been legitimately proud of the service advances they had made. | Consumers were ready to view IBM as a leader in e-business before the advertising campaign. | c |
id_3459 | Internal Market: Selling the inside When you think of marketing, you more than likely think of marketing to your customers: How can you persuade more people to buy what you sell? But another market is just as important: your employees, the very people who can make the brand come alive for your customers. Yet in our work helping executives develop and carry out branding campaigns, my colleagues and I have found that companies very often ignore this critical constituency. Why is internal marketing so important? First, because its the best way to help employees make a powerful emotional connection to the products and services you sell. Without that connection, employees are likely to undermine the expectations set by your advertising. In some cases, this is because they simply dont understand what you have promised the public, so they end up working at cross-purposes. In other cases, it may be they dont actually believe in the brand and feel disengaged or, worse, hostile toward the company. Weve found that when people care about and believe in the brand, theyre motivated to work harder and their loyalty to the company increases. Employees are united and inspired by a common sense of purpose and identity. Unfortunately, in most companies, internal marketing is done poorly, if at all. While executives recognise the need to keep people informed about the companys strategy and direction, few understand the need to convince employees of the brands powerthey take it as a given. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role. Enabling employees to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the companys image), it chose to ignore research that suggested consumers were unpre-pared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organised staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Fly the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign, Rising, in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment, ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the Rising pledge. Three years later, United decided employee opposition was under-mining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign, It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. Advertising isnt the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterises its ad campaigns alive and well within the company. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality Is Job 1 from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvements under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralised staff, who had been legitimately proud of the service advances they had made. | A strong conviction in the brand can contribute to higher job performance. | e |
id_3460 | Internal Market: Selling the inside When you think of marketing, you more than likely think of marketing to your customers: How can you persuade more people to buy what you sell? But another market is just as important: your employees, the very people who can make the brand come alive for your customers. Yet in our work helping executives develop and carry out branding campaigns, my colleagues and I have found that companies very often ignore this critical constituency. Why is internal marketing so important? First, because its the best way to help employees make a powerful emotional connection to the products and services you sell. Without that connection, employees are likely to undermine the expectations set by your advertising. In some cases, this is because they simply dont understand what you have promised the public, so they end up working at cross-purposes. In other cases, it may be they dont actually believe in the brand and feel disengaged or, worse, hostile toward the company. Weve found that when people care about and believe in the brand, theyre motivated to work harder and their loyalty to the company increases. Employees are united and inspired by a common sense of purpose and identity. Unfortunately, in most companies, internal marketing is done poorly, if at all. While executives recognise the need to keep people informed about the companys strategy and direction, few understand the need to convince employees of the brands powerthey take it as a given. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role. Enabling employees to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the companys image), it chose to ignore research that suggested consumers were unpre-pared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organised staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Fly the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign, Rising, in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment, ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the Rising pledge. Three years later, United decided employee opposition was under-mining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign, It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. Advertising isnt the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterises its ad campaigns alive and well within the company. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality Is Job 1 from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvements under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralised staff, who had been legitimately proud of the service advances they had made. | Nike employees claimed that they were inspired by their company tales. | n |
id_3461 | Internal Market: Selling the inside When you think of marketing, you more than likely think of marketing to your customers: How can you persuade more people to buy what you sell? But another market is just as important: your employees, the very people who can make the brand come alive for your customers. Yet in our work helping executives develop and carry out branding campaigns, my colleagues and I have found that companies very often ignore this critical constituency. Why is internal marketing so important? First, because its the best way to help employees make a powerful emotional connection to the products and services you sell. Without that connection, employees are likely to undermine the expectations set by your advertising. In some cases, this is because they simply dont understand what you have promised the public, so they end up working at cross-purposes. In other cases, it may be they dont actually believe in the brand and feel disengaged or, worse, hostile toward the company. Weve found that when people care about and believe in the brand, theyre motivated to work harder and their loyalty to the company increases. Employees are united and inspired by a common sense of purpose and identity. Unfortunately, in most companies, internal marketing is done poorly, if at all. While executives recognise the need to keep people informed about the companys strategy and direction, few understand the need to convince employees of the brands powerthey take it as a given. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role. Enabling employees to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the companys image), it chose to ignore research that suggested consumers were unpre-pared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organised staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Fly the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign, Rising, in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment, ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the Rising pledge. Three years later, United decided employee opposition was under-mining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign, It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. Advertising isnt the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterises its ad campaigns alive and well within the company. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality Is Job 1 from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvements under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralised staff, who had been legitimately proud of the service advances they had made. | A slight difference between internal and external promises can create a sense of purpose. | e |
id_3462 | Internal Market: Selling the inside When you think of marketing, you more than likely think of marketing to your customers: How can you persuade more people to buy what you sell? But another market is just as important: your employees, the very people who can make the brand come alive for your customers. Yet in our work helping executives develop and carry out branding campaigns, my colleagues and I have found that companies very often ignore this critical constituency. Why is internal marketing so important? First, because its the best way to help employees make a powerful emotional connection to the products and services you sell. Without that connection, employees are likely to undermine the expectations set by your advertising. In some cases, this is because they simply dont understand what you have promised the public, so they end up working at cross-purposes. In other cases, it may be they dont actually believe in the brand and feel disengaged or, worse, hostile toward the company. Weve found that when people care about and believe in the brand, theyre motivated to work harder and their loyalty to the company increases. Employees are united and inspired by a common sense of purpose and identity. Unfortunately, in most companies, internal marketing is done poorly, if at all. While executives recognise the need to keep people informed about the companys strategy and direction, few understand the need to convince employees of the brands powerthey take it as a given. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role. Enabling employees to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the companys image), it chose to ignore research that suggested consumers were unpre-pared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organised staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Fly the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign, Rising, in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment, ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the Rising pledge. Three years later, United decided employee opposition was under-mining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign, It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. Advertising isnt the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterises its ad campaigns alive and well within the company. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality Is Job 1 from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvements under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralised staff, who had been legitimately proud of the service advances they had made. | It is an expensive mistake for IBM to launch its new e-business campaign. | c |
id_3463 | Internal Market: Selling the inside When you think of marketing, you more than likely think of marketing to your customers: How can you persuade more people to buy what you sell? But another market is just as important: your employees, the very people who can make the brand come alive for your customers. Yet in our work helping executives develop and carry out branding campaigns, my colleagues and I have found that companies very often ignore this critical constituency. Why is internal marketing so important? First, because its the best way to help employees make a powerful emotional connection to the products and services you sell. Without that connection, employees are likely to undermine the expectations set by your advertising. In some cases, this is because they simply dont understand what you have promised the public, so they end up working at cross-purposes. In other cases, it may be they dont actually believe in the brand and feel disengaged or, worse, hostile toward the company. Weve found that when people care about and believe in the brand, theyre motivated to work harder and their loyalty to the company increases. Employees are united and inspired by a common sense of purpose and identity. Unfortunately, in most companies, internal marketing is done poorly, if at all. While executives recognise the need to keep people informed about the companys strategy and direction, few understand the need to convince employees of the brands powerthey take it as a given. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role. Enabling employees to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the companys image), it chose to ignore research that suggested consumers were unpre-pared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organised staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Fly the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign, Rising, in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment, ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the Rising pledge. Three years later, United decided employee opposition was under-mining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign, It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. Advertising isnt the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterises its ad campaigns alive and well within the company. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality Is Job 1 from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvements under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralised staff, who had been legitimately proud of the service advances they had made. | United Airlines eventually abolished its campaign to boost image as the result of a market research. | n |
id_3464 | Internal Market: Selling the inside When you think of marketing, you more than likely think of marketing to your customers: How can you persuade more people to buy what you sell? But another market is just as important: your employees, the very people who can make the brand come alive for your customers. Yet in our work helping executives develop and carry out branding campaigns, my colleagues and I have found that companies very often ignore this critical constituency. Why is internal marketing so important? First, because its the best way to help employees make a powerful emotional connection to the products and services you sell. Without that connection, employees are likely to undermine the expectations set by your advertising. In some cases, this is because they simply dont understand what you have promised the public, so they end up working at cross-purposes. In other cases, it may be they dont actually believe in the brand and feel disengaged or, worse, hostile toward the company. Weve found that when people care about and believe in the brand, theyre motivated to work harder and their loyalty to the company increases. Employees are united and inspired by a common sense of purpose and identity. Unfortunately, in most companies, internal marketing is done poorly, if at all. While executives recognise the need to keep people informed about the companys strategy and direction, few understand the need to convince employees of the brands powerthey take it as a given. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role. Enabling employees to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the companys image), it chose to ignore research that suggested consumers were unpre-pared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organised staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Fly the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign, Rising, in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment, ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the Rising pledge. Three years later, United decided employee opposition was under-mining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign, It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. Advertising isnt the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterises its ad campaigns alive and well within the company. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality Is Job 1 from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvements under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralised staff, who had been legitimately proud of the service advances they had made. | United Airlines failure in its branding campaign was due to the bad advice of an advertisement agency. | c |
id_3465 | Internal Market: Selling the inside When you think of marketing, you more than likely think of marketing to your customers: How can you persuade more people to buy what you sell? But another market is just as important: your employees, the very people who can make the brand come alive for your customers. Yet in our work helping executives develop and carry out branding campaigns, my colleagues and I have found that companies very often ignore this critical constituency. Why is internal marketing so important? First, because its the best way to help employees make a powerful emotional connection to the products and services you sell. Without that connection, employees are likely to undermine the expectations set by your advertising. In some cases, this is because they simply dont understand what you have promised the public, so they end up working at cross-purposes. In other cases, it may be they dont actually believe in the brand and feel disengaged or, worse, hostile toward the company. Weve found that when people care about and believe in the brand, theyre motivated to work harder and their loyalty to the company increases. Employees are united and inspired by a common sense of purpose and identity. Unfortunately, in most companies, internal marketing is done poorly, if at all. While executives recognise the need to keep people informed about the companys strategy and direction, few understand the need to convince employees of the brands powerthey take it as a given. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role. Enabling employees to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the companys image), it chose to ignore research that suggested consumers were unpre-pared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organised staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Fly the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign, Rising, in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment, ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the Rising pledge. Three years later, United decided employee opposition was under-mining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign, It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. Advertising isnt the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterises its ad campaigns alive and well within the company. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality Is Job 1 from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvements under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralised staff, who had been legitimately proud of the service advances they had made. | It is common for companies to overlook the necessity for internal communication. | e |
id_3466 | Internal and External Marketing A. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees' perceptions of the company's integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the company's number one priority, while employees were told that theft main goal was to increase the value of theft stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadn't changed theft behavior to match theft new adviser role. B. Enabling employees to deliver on customer expectations is important, of course, but it's not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the company's image), it chose to ignore research that suggested consumers were unprepared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organized staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored theft confidence in IBM's ability to predict the future and lead the technologyindustry. Today, research shows that people are four times more likely to associate the term "e-business" with IBM than with its nearest competitor, Microsoft. C. The type of "two-way branding" that IBM did so successfully strengthens both sides of the equation. Internal marketing becomes stronger because it can draw on the same "big idea" as advertising. Consumer marketing becomes stronger because the messages are developed based on employees' behavior and attitudes, as well as on the company's strengths and capabilities indeed, the themes are drawn from the company's very soul. This process can result in a more distinct advertising idea because marketers are more likely to create a message that 7 s unique to the company. D. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesn't resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its "Come Fly the Friendly Skies" slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industry's shortcomings. United launched a new campaign, "Rising, " in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers' distaste for flying was deeply discouraging to the staff. Employee resentment ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the "Rising" pledge. Three years later. United decided employee opposition was undermining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line "United, " which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. E. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign. It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but ifused sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. There's a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. F. Advertising isn't the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of "Corporate Storyteller. " They deliberately avoid stories of financial successes and concentrate on parables of "just doing it, " reflecting and reinforcing the company's ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nike's famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterizes its ad campaigns alive and well within the company. G. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned "Quality is Job " from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvement under the banner "We're Getting There, " it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralized staff, who had been legitimately proud of the service advances they had made. | United Airline finally gave up an ads slogan due to a survey in 1996. | e |
id_3467 | Internal and External Marketing A. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees' perceptions of the company's integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the company's number one priority, while employees were told that theft main goal was to increase the value of theft stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadn't changed theft behavior to match theft new adviser role. B. Enabling employees to deliver on customer expectations is important, of course, but it's not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the company's image), it chose to ignore research that suggested consumers were unprepared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organized staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored theft confidence in IBM's ability to predict the future and lead the technologyindustry. Today, research shows that people are four times more likely to associate the term "e-business" with IBM than with its nearest competitor, Microsoft. C. The type of "two-way branding" that IBM did so successfully strengthens both sides of the equation. Internal marketing becomes stronger because it can draw on the same "big idea" as advertising. Consumer marketing becomes stronger because the messages are developed based on employees' behavior and attitudes, as well as on the company's strengths and capabilities indeed, the themes are drawn from the company's very soul. This process can result in a more distinct advertising idea because marketers are more likely to create a message that 7 s unique to the company. D. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesn't resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its "Come Fly the Friendly Skies" slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industry's shortcomings. United launched a new campaign, "Rising, " in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers' distaste for flying was deeply discouraging to the staff. Employee resentment ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the "Rising" pledge. Three years later. United decided employee opposition was undermining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line "United, " which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. E. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign. It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but ifused sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. There's a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. F. Advertising isn't the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of "Corporate Storyteller. " They deliberately avoid stories of financial successes and concentrate on parables of "just doing it, " reflecting and reinforcing the company's ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nike's famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterizes its ad campaigns alive and well within the company. G. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned "Quality is Job " from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvement under the banner "We're Getting There, " it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralized staff, who had been legitimately proud of the service advances they had made. | Currently IBM is more prominent in the area of E-business | e |
id_3468 | Internal and External Marketing A. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees' perceptions of the company's integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the company's number one priority, while employees were told that theft main goal was to increase the value of theft stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadn't changed theft behavior to match theft new adviser role. B. Enabling employees to deliver on customer expectations is important, of course, but it's not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the company's image), it chose to ignore research that suggested consumers were unprepared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organized staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored theft confidence in IBM's ability to predict the future and lead the technologyindustry. Today, research shows that people are four times more likely to associate the term "e-business" with IBM than with its nearest competitor, Microsoft. C. The type of "two-way branding" that IBM did so successfully strengthens both sides of the equation. Internal marketing becomes stronger because it can draw on the same "big idea" as advertising. Consumer marketing becomes stronger because the messages are developed based on employees' behavior and attitudes, as well as on the company's strengths and capabilities indeed, the themes are drawn from the company's very soul. This process can result in a more distinct advertising idea because marketers are more likely to create a message that 7 s unique to the company. D. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesn't resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its "Come Fly the Friendly Skies" slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industry's shortcomings. United launched a new campaign, "Rising, " in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers' distaste for flying was deeply discouraging to the staff. Employee resentment ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the "Rising" pledge. Three years later. United decided employee opposition was undermining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line "United, " which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. E. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign. It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but ifused sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. There's a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. F. Advertising isn't the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of "Corporate Storyteller. " They deliberately avoid stories of financial successes and concentrate on parables of "just doing it, " reflecting and reinforcing the company's ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nike's famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterizes its ad campaigns alive and well within the company. G. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned "Quality is Job " from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvement under the banner "We're Getting There, " it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralized staff, who had been legitimately proud of the service advances they had made. | Employers in almost all companies successfully make their employees fully understand the outside campaign. | c |
id_3469 | Internal and External Marketing A. Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees' perceptions of the company's integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the company's number one priority, while employees were told that theft main goal was to increase the value of theft stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadn't changed theft behavior to match theft new adviser role. B. Enabling employees to deliver on customer expectations is important, of course, but it's not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign (which is widely credited for turning around the company's image), it chose to ignore research that suggested consumers were unprepared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organized staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in turn restored theft confidence in IBM's ability to predict the future and lead the technologyindustry. Today, research shows that people are four times more likely to associate the term "e-business" with IBM than with its nearest competitor, Microsoft. C. The type of "two-way branding" that IBM did so successfully strengthens both sides of the equation. Internal marketing becomes stronger because it can draw on the same "big idea" as advertising. Consumer marketing becomes stronger because the messages are developed based on employees' behavior and attitudes, as well as on the company's strengths and capabilities indeed, the themes are drawn from the company's very soul. This process can result in a more distinct advertising idea because marketers are more likely to create a message that 7 s unique to the company. D. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesn't resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its "Come Fly the Friendly Skies" slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industry's shortcomings. United launched a new campaign, "Rising, " in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers' distaste for flying was deeply discouraging to the staff. Employee resentment ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the "Rising" pledge. Three years later. United decided employee opposition was undermining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line "United, " which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it did not consider the internal market. E. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign. It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but ifused sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. There's a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences. F. Advertising isn't the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of "Corporate Storyteller. " They deliberately avoid stories of financial successes and concentrate on parables of "just doing it, " reflecting and reinforcing the company's ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nike's famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterizes its ad campaigns alive and well within the company. G. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned "Quality is Job " from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvement under the banner "We're Getting There, " it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralized staff, who had been legitimately proud of the service advances they had made. | Nike had improved company performance through telling employees legendary corporation stories. | n |
id_3470 | Internal and External Marketing Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role. Enabling employees to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In1997, when IBM launched its e-business campaign (which is widely credited for turning around the companys image), it chose to ignore research that suggested consumers were unprepared to embrace IBM as a leader in ebusiness. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organized staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in tum restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor, Microsoft. The type of two-way branding that IBM did so successfully strengthens both sides of the equation. Internal marketing becomes stronger because it can draw on the same big idea as advertising. Consumer marketing becomes stronger because the messages are developed based on employees behavior and attitudes, as well as on the companys strengths and capabilities indeed, the themes are drawn from the companys very soul. This process can result in a more distinct advertising idea because marketers are more likely to create a message thats unique to the company. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Ply the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign. Rising, in which it sought to difference itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment ultimately made it impossible for United to deliver the improvements it was promising, which in tum undermined the Rising pledge. Three years later, United decided employee opposition was undermining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertising find and address a customer concern failed United because it did not consider the internal market. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign. It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparency the same message going out to both audiences. Advertising isnt the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterizes its ad campaigns alive and well within the company. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality is Job! from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvement under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralized staff, who had been legitimately proud of the service advances they had made. | Currently IBM is more prominent in the area of E-business | c |
id_3471 | Internal and External Marketing Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role. Enabling employees to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In1997, when IBM launched its e-business campaign (which is widely credited for turning around the companys image), it chose to ignore research that suggested consumers were unprepared to embrace IBM as a leader in ebusiness. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organized staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in tum restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor, Microsoft. The type of two-way branding that IBM did so successfully strengthens both sides of the equation. Internal marketing becomes stronger because it can draw on the same big idea as advertising. Consumer marketing becomes stronger because the messages are developed based on employees behavior and attitudes, as well as on the companys strengths and capabilities indeed, the themes are drawn from the companys very soul. This process can result in a more distinct advertising idea because marketers are more likely to create a message thats unique to the company. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Ply the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign. Rising, in which it sought to difference itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment ultimately made it impossible for United to deliver the improvements it was promising, which in tum undermined the Rising pledge. Three years later, United decided employee opposition was undermining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertising find and address a customer concern failed United because it did not consider the internal market. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign. It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparency the same message going out to both audiences. Advertising isnt the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterizes its ad campaigns alive and well within the company. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality is Job! from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvement under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralized staff, who had been legitimately proud of the service advances they had made. | United Airline gave up their slogan due to a survey in 1996. | e |
id_3472 | Internal and External Marketing Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priority, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later, research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role. Enabling employees to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In1997, when IBM launched its e-business campaign (which is widely credited for turning around the companys image), it chose to ignore research that suggested consumers were unprepared to embrace IBM as a leader in ebusiness. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employees around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organized staff to how they approached selling. The campaign was successful largely because it gave employees a sense of direction and purpose, which in tum restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor, Microsoft. The type of two-way branding that IBM did so successfully strengthens both sides of the equation. Internal marketing becomes stronger because it can draw on the same big idea as advertising. Consumer marketing becomes stronger because the messages are developed based on employees behavior and attitudes, as well as on the companys strengths and capabilities indeed, the themes are drawn from the companys very soul. This process can result in a more distinct advertising idea because marketers are more likely to create a message thats unique to the company. Perhaps even more important, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Ply the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign. Rising, in which it sought to difference itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the campaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment ultimately made it impossible for United to deliver the improvements it was promising, which in tum undermined the Rising pledge. Three years later, United decided employee opposition was undermining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertising find and address a customer concern failed United because it did not consider the internal market. When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign. It took out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyone in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparency the same message going out to both audiences. Advertising isnt the only way to link internal and external marketing. At Nike, a number of senior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofounder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterizes its ad campaigns alive and well within the company. But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality is Job! from an internal rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it loses credibility. When a beleaguered British Rail launched a campaign announcing service improvement under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralized staff, who had been legitimately proud of the service advances they had made. | Nike had improved company performance through telling employees legendary corporation stories. | n |
id_3473 | International Business Institute Buddy Peer Support Scheme Think back to your first days and weeks in a new country. Were there times when you had questions that you wished you could ask a friend? Or when you wanted to have a chat about how you were feeling? To help new students, the International Business Institute (IBI) plans to set up a buddy peer support scheme. The scheme will help new students meet current students at IBI who can provide them with some friendly company during their first months in Newcastle and help them with any small problems that they may have. Often, buddies may not be able to solve the problem, but they may know who can help. Whats in it for you? We believe that being a buddy will be rewarding in several ways. As a volunteer, it will be personally satisfying to know that you are able to help new students. However, it will also help you to make contacts that may be valuable in your future academic and professional lives. if you are an overseas student. it will give you another opportunity to practise speaking English. Lastly and most importantly, we hope that it will be enjoyable for you to be a buddy! Responsibilities of buddies 1. Telephone and arrange to make contact with the new student. 2. Meet the student and show him/her around the campus and the local area. Meet for coffee, perhaps. Answer questions about living in Newcastle and administration procedures at IBI. (We will give you a checklist of things to mention when we send you the new students name and telephone number). 3. Arrange to meet the new student one morning or afternoon one weekend early in the semester, and take the student to places that you enjoy in Newcastle. 4. Be prepared to take phone calls from the new student to answer further questions that he / she may have from time to time. Meet to explain information to the new student in person, if required. 5. You will be matched to an individual new student. However, if you have friends who are also buddies, you might prefer to form a support group together. This would mean that you meet the new students as a group rather than one-on-one. 6. Being a buddy is voluntary. There is no requirement to provide assistance beyond the help outlined above. However, we hope that the buddy and new students will enjoy each others company and continue to meet each other. Please note that if you agree to become a peer support buddy, you will be expected to fulfil your role conscientiously and cheerfully. It will be important to be considerate and reliable so that our student can feel confident of your support. 7. When you agree to act as a buddy for a particular term, your commitment covers that term only. For example, if you act as a buddy for Term 2, and would prefer to be free in the following term, there is no obligation to continue as a buddy in Term 3. Of course, we hope that you will want to assist every term. | Students will be put in touch with others from their own language group. | c |
id_3474 | International Business Institute Buddy Peer Support Scheme Think back to your first days and weeks in a new country. Were there times when you had questions that you wished you could ask a friend? Or when you wanted to have a chat about how you were feeling? To help new students, the International Business Institute (IBI) plans to set up a buddy peer support scheme. The scheme will help new students meet current students at IBI who can provide them with some friendly company during their first months in Newcastle and help them with any small problems that they may have. Often, buddies may not be able to solve the problem, but they may know who can help. Whats in it for you? We believe that being a buddy will be rewarding in several ways. As a volunteer, it will be personally satisfying to know that you are able to help new students. However, it will also help you to make contacts that may be valuable in your future academic and professional lives. if you are an overseas student. it will give you another opportunity to practise speaking English. Lastly and most importantly, we hope that it will be enjoyable for you to be a buddy! Responsibilities of buddies 1. Telephone and arrange to make contact with the new student. 2. Meet the student and show him/her around the campus and the local area. Meet for coffee, perhaps. Answer questions about living in Newcastle and administration procedures at IBI. (We will give you a checklist of things to mention when we send you the new students name and telephone number). 3. Arrange to meet the new student one morning or afternoon one weekend early in the semester, and take the student to places that you enjoy in Newcastle. 4. Be prepared to take phone calls from the new student to answer further questions that he / she may have from time to time. Meet to explain information to the new student in person, if required. 5. You will be matched to an individual new student. However, if you have friends who are also buddies, you might prefer to form a support group together. This would mean that you meet the new students as a group rather than one-on-one. 6. Being a buddy is voluntary. There is no requirement to provide assistance beyond the help outlined above. However, we hope that the buddy and new students will enjoy each others company and continue to meet each other. Please note that if you agree to become a peer support buddy, you will be expected to fulfil your role conscientiously and cheerfully. It will be important to be considerate and reliable so that our student can feel confident of your support. 7. When you agree to act as a buddy for a particular term, your commitment covers that term only. For example, if you act as a buddy for Term 2, and would prefer to be free in the following term, there is no obligation to continue as a buddy in Term 3. Of course, we hope that you will want to assist every term. | The principal reward for the buddy is making new friends. | n |
id_3475 | International Business Institute Buddy Peer Support Scheme Think back to your first days and weeks in a new country. Were there times when you had questions that you wished you could ask a friend? Or when you wanted to have a chat about how you were feeling? To help new students, the International Business Institute (IBI) plans to set up a buddy peer support scheme. The scheme will help new students meet current students at IBI who can provide them with some friendly company during their first months in Newcastle and help them with any small problems that they may have. Often, buddies may not be able to solve the problem, but they may know who can help. Whats in it for you? We believe that being a buddy will be rewarding in several ways. As a volunteer, it will be personally satisfying to know that you are able to help new students. However, it will also help you to make contacts that may be valuable in your future academic and professional lives. if you are an overseas student. it will give you another opportunity to practise speaking English. Lastly and most importantly, we hope that it will be enjoyable for you to be a buddy! Responsibilities of buddies 1. Telephone and arrange to make contact with the new student. 2. Meet the student and show him/her around the campus and the local area. Meet for coffee, perhaps. Answer questions about living in Newcastle and administration procedures at IBI. (We will give you a checklist of things to mention when we send you the new students name and telephone number). 3. Arrange to meet the new student one morning or afternoon one weekend early in the semester, and take the student to places that you enjoy in Newcastle. 4. Be prepared to take phone calls from the new student to answer further questions that he / she may have from time to time. Meet to explain information to the new student in person, if required. 5. You will be matched to an individual new student. However, if you have friends who are also buddies, you might prefer to form a support group together. This would mean that you meet the new students as a group rather than one-on-one. 6. Being a buddy is voluntary. There is no requirement to provide assistance beyond the help outlined above. However, we hope that the buddy and new students will enjoy each others company and continue to meet each other. Please note that if you agree to become a peer support buddy, you will be expected to fulfil your role conscientiously and cheerfully. It will be important to be considerate and reliable so that our student can feel confident of your support. 7. When you agree to act as a buddy for a particular term, your commitment covers that term only. For example, if you act as a buddy for Term 2, and would prefer to be free in the following term, there is no obligation to continue as a buddy in Term 3. Of course, we hope that you will want to assist every term. | The buddy is responsible for making the first move to meet the new student. | e |
id_3476 | International Business Institute Buddy Peer Support Scheme Think back to your first days and weeks in a new country. Were there times when you had questions that you wished you could ask a friend? Or when you wanted to have a chat about how you were feeling? To help new students, the International Business Institute (IBI) plans to set up a buddy peer support scheme. The scheme will help new students meet current students at IBI who can provide them with some friendly company during their first months in Newcastle and help them with any small problems that they may have. Often, buddies may not be able to solve the problem, but they may know who can help. Whats in it for you? We believe that being a buddy will be rewarding in several ways. As a volunteer, it will be personally satisfying to know that you are able to help new students. However, it will also help you to make contacts that may be valuable in your future academic and professional lives. if you are an overseas student. it will give you another opportunity to practise speaking English. Lastly and most importantly, we hope that it will be enjoyable for you to be a buddy! Responsibilities of buddies 1. Telephone and arrange to make contact with the new student. 2. Meet the student and show him/her around the campus and the local area. Meet for coffee, perhaps. Answer questions about living in Newcastle and administration procedures at IBI. (We will give you a checklist of things to mention when we send you the new students name and telephone number). 3. Arrange to meet the new student one morning or afternoon one weekend early in the semester, and take the student to places that you enjoy in Newcastle. 4. Be prepared to take phone calls from the new student to answer further questions that he / she may have from time to time. Meet to explain information to the new student in person, if required. 5. You will be matched to an individual new student. However, if you have friends who are also buddies, you might prefer to form a support group together. This would mean that you meet the new students as a group rather than one-on-one. 6. Being a buddy is voluntary. There is no requirement to provide assistance beyond the help outlined above. However, we hope that the buddy and new students will enjoy each others company and continue to meet each other. Please note that if you agree to become a peer support buddy, you will be expected to fulfil your role conscientiously and cheerfully. It will be important to be considerate and reliable so that our student can feel confident of your support. 7. When you agree to act as a buddy for a particular term, your commitment covers that term only. For example, if you act as a buddy for Term 2, and would prefer to be free in the following term, there is no obligation to continue as a buddy in Term 3. Of course, we hope that you will want to assist every term. | The main aim of the Buddy Peer Support Scheme is to help new students during exam periods. | c |
id_3477 | International Business Institute Buddy Peer Support Scheme Think back to your first days and weeks in a new country. Were there times when you had questions that you wished you could ask a friend? Or when you wanted to have a chat about how you were feeling? To help new students, the International Business Institute (IBI) plans to set up a buddy peer support scheme. The scheme will help new students meet current students at IBI who can provide them with some friendly company during their first months in Newcastle and help them with any small problems that they may have. Often, buddies may not be able to solve the problem, but they may know who can help. Whats in it for you? We believe that being a buddy will be rewarding in several ways. As a volunteer, it will be personally satisfying to know that you are able to help new students. However, it will also help you to make contacts that may be valuable in your future academic and professional lives. if you are an overseas student. it will give you another opportunity to practise speaking English. Lastly and most importantly, we hope that it will be enjoyable for you to be a buddy! Responsibilities of buddies 1. Telephone and arrange to make contact with the new student. 2. Meet the student and show him/her around the campus and the local area. Meet for coffee, perhaps. Answer questions about living in Newcastle and administration procedures at IBI. (We will give you a checklist of things to mention when we send you the new students name and telephone number). 3. Arrange to meet the new student one morning or afternoon one weekend early in the semester, and take the student to places that you enjoy in Newcastle. 4. Be prepared to take phone calls from the new student to answer further questions that he / she may have from time to time. Meet to explain information to the new student in person, if required. 5. You will be matched to an individual new student. However, if you have friends who are also buddies, you might prefer to form a support group together. This would mean that you meet the new students as a group rather than one-on-one. 6. Being a buddy is voluntary. There is no requirement to provide assistance beyond the help outlined above. However, we hope that the buddy and new students will enjoy each others company and continue to meet each other. Please note that if you agree to become a peer support buddy, you will be expected to fulfil your role conscientiously and cheerfully. It will be important to be considerate and reliable so that our student can feel confident of your support. 7. When you agree to act as a buddy for a particular term, your commitment covers that term only. For example, if you act as a buddy for Term 2, and would prefer to be free in the following term, there is no obligation to continue as a buddy in Term 3. Of course, we hope that you will want to assist every term. | The buddys obligations finish at the end of each term. | e |
id_3478 | International Business Institute Buddy Peer Support Scheme Think back to your first days and weeks in a new country. Were there times when you had questions that you wished you could ask a friend? Or when you wanted to have a chat about how you were feeling? To help new students, the International Business Institute (IBI) plans to set up a buddy peer support scheme. The scheme will help new students meet current students at IBI who can provide them with some friendly company during their first months in Newcastle and help them with any small problems that they may have. Often, buddies may not be able to solve the problem, but they may know who can help. Whats in it for you? We believe that being a buddy will be rewarding in several ways. As a volunteer, it will be personally satisfying to know that you are able to help new students. However, it will also help you to make contacts that may be valuable in your future academic and professional lives. if you are an overseas student. it will give you another opportunity to practise speaking English. Lastly and most importantly, we hope that it will be enjoyable for you to be a buddy! Responsibilities of buddies 1. Telephone and arrange to make contact with the new student. 2. Meet the student and show him/her around the campus and the local area. Meet for coffee, perhaps. Answer questions about living in Newcastle and administration procedures at IBI. (We will give you a checklist of things to mention when we send you the new students name and telephone number). 3. Arrange to meet the new student one morning or afternoon one weekend early in the semester, and take the student to places that you enjoy in Newcastle. 4. Be prepared to take phone calls from the new student to answer further questions that he / she may have from time to time. Meet to explain information to the new student in person, if required. 5. You will be matched to an individual new student. However, if you have friends who are also buddies, you might prefer to form a support group together. This would mean that you meet the new students as a group rather than one-on-one. 6. Being a buddy is voluntary. There is no requirement to provide assistance beyond the help outlined above. However, we hope that the buddy and new students will enjoy each others company and continue to meet each other. Please note that if you agree to become a peer support buddy, you will be expected to fulfil your role conscientiously and cheerfully. It will be important to be considerate and reliable so that our student can feel confident of your support. 7. When you agree to act as a buddy for a particular term, your commitment covers that term only. For example, if you act as a buddy for Term 2, and would prefer to be free in the following term, there is no obligation to continue as a buddy in Term 3. Of course, we hope that you will want to assist every term. | Buddies need to work one on one with the student in their care. | e |
id_3479 | International Business Institute Buddy Peer Support Scheme Think back to your first days and weeks in a new country. Were there times when you had questions that you wished you could ask a friend? Or when you wanted to have a chat about how you were feeling? To help new students, the International Business Institute (IBI) plans to set up a buddy peer support scheme. The scheme will help new students meet current students at IBI who can provide them with some friendly company during their first months in Newcastle and help them with any small problems that they may have. Often, buddies may not be able to solve the problem, but they may know who can help. Whats in it for you? We believe that being a buddy will be rewarding in several ways. As a volunteer, it will be personally satisfying to know that you are able to help new students. However, it will also help you to make contacts that may be valuable in your future academic and professional lives. if you are an overseas student. it will give you another opportunity to practise speaking English. Lastly and most importantly, we hope that it will be enjoyable for you to be a buddy! Responsibilities of buddies 1. Telephone and arrange to make contact with the new student. 2. Meet the student and show him/her around the campus and the local area. Meet for coffee, perhaps. Answer questions about living in Newcastle and administration procedures at IBI. (We will give you a checklist of things to mention when we send you the new students name and telephone number). 3. Arrange to meet the new student one morning or afternoon one weekend early in the semester, and take the student to places that you enjoy in Newcastle. 4. Be prepared to take phone calls from the new student to answer further questions that he / she may have from time to time. Meet to explain information to the new student in person, if required. 5. You will be matched to an individual new student. However, if you have friends who are also buddies, you might prefer to form a support group together. This would mean that you meet the new students as a group rather than one-on-one. 6. Being a buddy is voluntary. There is no requirement to provide assistance beyond the help outlined above. However, we hope that the buddy and new students will enjoy each others company and continue to meet each other. Please note that if you agree to become a peer support buddy, you will be expected to fulfil your role conscientiously and cheerfully. It will be important to be considerate and reliable so that our student can feel confident of your support. 7. When you agree to act as a buddy for a particular term, your commitment covers that term only. For example, if you act as a buddy for Term 2, and would prefer to be free in the following term, there is no obligation to continue as a buddy in Term 3. Of course, we hope that you will want to assist every term. | Buddies are required to attend two meetings per term. | n |
id_3480 | International Business Institute Buddy Peer Support Scheme Think back to your first days and weeks in a new country. Were there times when you had questions that you wished you could ask a friend? Or when you wanted to have a chat about how you were feeling? To help new students, the International Business Institute (IBI) plans to set up a buddy peer support scheme. The scheme will help new students meet current students at IBI who can provide them with some friendly company during their first months in Newcastle and help them with any small problems that they may have. Often, buddies may not be able to solve the problem, but they may know who can help. Whats in it for you? We believe that being a buddy will be rewarding in several ways. As a volunteer, it will be personally satisfying to know that you are able to help new students. However, it will also help you to make contacts that may be valuable in your future academic and professional lives. if you are an overseas student. it will give you another opportunity to practise speaking English. Lastly and most importantly, we hope that it will be enjoyable for you to be a buddy! Responsibilities of buddies 1. Telephone and arrange to make contact with the new student. 2. Meet the student and show him/her around the campus and the local area. Meet for coffee, perhaps. Answer questions about living in Newcastle and administration procedures at IBI. (We will give you a checklist of things to mention when we send you the new students name and telephone number). 3. Arrange to meet the new student one morning or afternoon one weekend early in the semester, and take the student to places that you enjoy in Newcastle. 4. Be prepared to take phone calls from the new student to answer further questions that he / she may have from time to time. Meet to explain information to the new student in person, if required. 5. You will be matched to an individual new student. However, if you have friends who are also buddies, you might prefer to form a support group together. This would mean that you meet the new students as a group rather than one-on-one. 6. Being a buddy is voluntary. There is no requirement to provide assistance beyond the help outlined above. However, we hope that the buddy and new students will enjoy each others company and continue to meet each other. Please note that if you agree to become a peer support buddy, you will be expected to fulfil your role conscientiously and cheerfully. It will be important to be considerate and reliable so that our student can feel confident of your support. 7. When you agree to act as a buddy for a particular term, your commitment covers that term only. For example, if you act as a buddy for Term 2, and would prefer to be free in the following term, there is no obligation to continue as a buddy in Term 3. Of course, we hope that you will want to assist every term. | Buddies will be paid a small allowance. | e |
id_3481 | International Development Secretary, Douglas Alexander, has compared sanitary conditions in developing countries today with the situation in London 150 years ago when Parliament had to be closed owing to sewage running through the streets of the capital and a stench from the River Thames an event that has been called The Great Stink. Today more than 1 billion people living in developing countries have no toilets and 900 million have no access to clean water. Mr. Alexanders response has been an announcement that the Department of International Development plans to build more than 50 million toilets and provide clean drinking water to more than 25 million people in developing countries over the next five years. This plan is part of the departments broader strategy to help poor countries in Africa and Asia to better manage their water resources and fight the effects of climate change. | The Great Stink occurred in London. | e |
id_3482 | International Development Secretary, Douglas Alexander, has compared sanitary conditions in developing countries today with the situation in London 150 years ago when Parliament had to be closed owing to sewage running through the streets of the capital and a stench from the River Thames an event that has been called The Great Stink. Today more than 1 billion people living in developing countries have no toilets and 900 million have no access to clean water. Mr. Alexanders response has been an announcement that the Department of International Development plans to build more than 50 million toilets and provide clean drinking water to more than 25 million people in developing countries over the next five years. This plan is part of the departments broader strategy to help poor countries in Africa and Asia to better manage their water resources and fight the effects of climate change. | The Department of International Development intends to do more than just provide clean drinking water and toilets to poor parts of Africa and Asia. | e |
id_3483 | International Development Secretary, Douglas Alexander, has compared sanitary conditions in developing countries today with the situation in London 150 years ago when Parliament had to be closed owing to sewage running through the streets of the capital and a stench from the River Thames an event that has been called The Great Stink. Today more than 1 billion people living in developing countries have no toilets and 900 million have no access to clean water. Mr. Alexanders response has been an announcement that the Department of International Development plans to build more than 50 million toilets and provide clean drinking water to more than 25 million people in developing countries over the next five years. This plan is part of the departments broader strategy to help poor countries in Africa and Asia to better manage their water resources and fight the effects of climate change. | There are fewer than 900 million people living in developing countries. | c |
id_3484 | Internet chat. The transmission control protocol/internet protocol (TCP/IP) is a spin-off from military communications. TCP/IP is an electronic handshake that connects networks using routers. It defines what happens when data packets are transmitted and received and includes data formatting, timing, and error checking. An in-house TCP/IP network is called an intranet and it allows members of an organization to access a private website. An internet service provider (ISP) is required to share public web pages on the internet. In a local area network or LAN, several computers or workstations and their associated peripherals (eg printers) are connected together in the same building. In a wide area network or WAN, multiple LANs are connected over a large area of several kilometres. Topology is a term that refers to the physical layout of the network or the architecture of its cabling system. Problems with the cabling can lead to a network going down. There are three basic types of LAN topology, which are the star, ring and bus, and each has its own advantages and disadvantages. With a star topology each workstation has its own cable connected to a central hub. Signals pass into the hub and then out to each of the workstations. Failure of a single system will not affect any of the other workstations, but the failure of the hub will disconnect every computer. A star topology makes adding more workstations easy, though only one computer can send and receive data from the hub at any one time. In a ring topology, or closed loop network, each workstation is joined to a common ring at a node. If one computer fails, it can bring the entire network down. In a bus topology, the workstations are daisy-chained together, with all the computers connected to a backbone or bus cable; if two computers try to send a signal along the cable at the same time a collision occurs; every collision slows the network down. Network faults are difficult to troubleshoot with a bus topology, because the work- stations share a cable, unlike the star and ring topologies. | If too many computers are daisy-chained together on a bus cable then the network system might grind to a halt. | e |
id_3485 | Internet chat. The transmission control protocol/internet protocol (TCP/IP) is a spin-off from military communications. TCP/IP is an electronic handshake that connects networks using routers. It defines what happens when data packets are transmitted and received and includes data formatting, timing, and error checking. An in-house TCP/IP network is called an intranet and it allows members of an organization to access a private website. An internet service provider (ISP) is required to share public web pages on the internet. In a local area network or LAN, several computers or workstations and their associated peripherals (eg printers) are connected together in the same building. In a wide area network or WAN, multiple LANs are connected over a large area of several kilometres. Topology is a term that refers to the physical layout of the network or the architecture of its cabling system. Problems with the cabling can lead to a network going down. There are three basic types of LAN topology, which are the star, ring and bus, and each has its own advantages and disadvantages. With a star topology each workstation has its own cable connected to a central hub. Signals pass into the hub and then out to each of the workstations. Failure of a single system will not affect any of the other workstations, but the failure of the hub will disconnect every computer. A star topology makes adding more workstations easy, though only one computer can send and receive data from the hub at any one time. In a ring topology, or closed loop network, each workstation is joined to a common ring at a node. If one computer fails, it can bring the entire network down. In a bus topology, the workstations are daisy-chained together, with all the computers connected to a backbone or bus cable; if two computers try to send a signal along the cable at the same time a collision occurs; every collision slows the network down. Network faults are difficult to troubleshoot with a bus topology, because the work- stations share a cable, unlike the star and ring topologies. | In a ring topology with six workstations, every node in the network is connected to two other nodes. | c |
id_3486 | Internet chat. The transmission control protocol/internet protocol (TCP/IP) is a spin-off from military communications. TCP/IP is an electronic handshake that connects networks using routers. It defines what happens when data packets are transmitted and received and includes data formatting, timing, and error checking. An in-house TCP/IP network is called an intranet and it allows members of an organization to access a private website. An internet service provider (ISP) is required to share public web pages on the internet. In a local area network or LAN, several computers or workstations and their associated peripherals (eg printers) are connected together in the same building. In a wide area network or WAN, multiple LANs are connected over a large area of several kilometres. Topology is a term that refers to the physical layout of the network or the architecture of its cabling system. Problems with the cabling can lead to a network going down. There are three basic types of LAN topology, which are the star, ring and bus, and each has its own advantages and disadvantages. With a star topology each workstation has its own cable connected to a central hub. Signals pass into the hub and then out to each of the workstations. Failure of a single system will not affect any of the other workstations, but the failure of the hub will disconnect every computer. A star topology makes adding more workstations easy, though only one computer can send and receive data from the hub at any one time. In a ring topology, or closed loop network, each workstation is joined to a common ring at a node. If one computer fails, it can bring the entire network down. In a bus topology, the workstations are daisy-chained together, with all the computers connected to a backbone or bus cable; if two computers try to send a signal along the cable at the same time a collision occurs; every collision slows the network down. Network faults are difficult to troubleshoot with a bus topology, because the work- stations share a cable, unlike the star and ring topologies. | In a star topology, several computers can send and receive data from the hub at any one time. | c |
id_3487 | Internet chat. The transmission control protocol/internet protocol (TCP/IP) is a spin-off from military communications. TCP/IP is an electronic handshake that connects networks using routers. It defines what happens when data packets are transmitted and received and includes data formatting, timing, and error checking. An in-house TCP/IP network is called an intranet and it allows members of an organization to access a private website. An internet service provider (ISP) is required to share public web pages on the internet. In a local area network or LAN, several computers or workstations and their associated peripherals (eg printers) are connected together in the same building. In a wide area network or WAN, multiple LANs are connected over a large area of several kilometres. Topology is a term that refers to the physical layout of the network or the architecture of its cabling system. Problems with the cabling can lead to a network going down. There are three basic types of LAN topology, which are the star, ring and bus, and each has its own advantages and disadvantages. With a star topology each workstation has its own cable connected to a central hub. Signals pass into the hub and then out to each of the workstations. Failure of a single system will not affect any of the other workstations, but the failure of the hub will disconnect every computer. A star topology makes adding more workstations easy, though only one computer can send and receive data from the hub at any one time. In a ring topology, or closed loop network, each workstation is joined to a common ring at a node. If one computer fails, it can bring the entire network down. In a bus topology, the workstations are daisy-chained together, with all the computers connected to a backbone or bus cable; if two computers try to send a signal along the cable at the same time a collision occurs; every collision slows the network down. Network faults are difficult to troubleshoot with a bus topology, because the work- stations share a cable, unlike the star and ring topologies. | In a star topology, a computer can be disconnected from the network without causing the system to go down. | e |
id_3488 | Internet experts are warning of a new multitude of extremely dangerous computer viruses that have recently been causing devastation and could potentially cripple entire global computer systems. These viruses can replicate thousands of copies within hours and are capable of extirpating security software that, in turn, enables hackers to appropriate control of the machines. Criminal gangs can then establish bank accounts using stolen identities, sabotage a companys computer system and extort money for its restoration, and sell computers that have been interfered with on the black market. Computer users are often advised to refrain from opening suspicious program attached to the emails and to continually update their security software. | Internet experts are advising computer users to replace their software if they suspect it has been tampered with. | n |
id_3489 | Internet experts are warning of a new multitude of extremely dangerous computer viruses that have recently been causing devastation and could potentially cripple entire global computer systems. These viruses can replicate thousands of copies within hours and are capable of extirpating security software that, in turn, enables hackers to appropriate control of the machines. Criminal gangs can then establish bank accounts using stolen identities, sabotage a companys computer system and extort money for its restoration, and sell computers that have been interfered with on the black market. Computer users are often advised to refrain from operating suspicious programs attached to emails and to continually update their security software. | These specific computer viruses have long been causing serious disruption. | n |
id_3490 | Internet experts are warning of a new multitude of extremely dangerous computer viruses that have recently been causing devastation and could potentially cripple entire global computer systems. These viruses can replicate thousands of copies within hours and are capable of extirpating security software that, in turn, enables hackers to appropriate control of the machines. Criminal gangs can then establish bank accounts using stolen identities, sabotage a companys computer system and extort money for its restoration, and sell computers that have been interfered with on the black market. Computer users are often advised to refrain from operating suspicious programs attached to emails and to continually update their security software. | Internet experts are advising computer users to replace their software if they suspect it has been tampered with. | n |
id_3491 | Internet experts are warning of a new multitude of extremely dangerous computer viruses that have recently been causing devastation and could potentially cripple entire global computer systems. These viruses can replicate thousands of copies within hours and are capable of extirpating security software that, in turn, enables hackers to appropriate control of the machines. Criminal gangs can then establish bank accounts using stolen identities, sabotage a companys computer system and extort money for its restoration, and sell computers that have been interfered with on the black market. Computer users are often advised to refrain from operating suspicious programs attached to emails and to continually update their security software. | The viruses allow hackers to commandeer control of computers and subsequently eliminate the computers security software. | c |
id_3492 | Internet experts are warning of a new multitude of extremely dangerous computer viruses that have recently been causing devastation and could potentially cripple entire global computer systems. These viruses can replicate thousands of copies within hours and are capable of extirpating security software that, in turn, enables hackers to appropriate control of the machines. Criminal gangs can then establish bank accounts using stolen identities, sabotage a companys computer system and extort money for its restoration, and sell computers that have been interfered with on the black market. Computer users are often advised to refrain from operating suspicious programs attached to emails and to continually update their security software. | Criminal gangs could use computer viruses to blackmail companies. | e |
id_3493 | Internet security experts have long known that simple passwords do not fully defend online bank accounts from determined fraud artists. Now a study suggests that a popular secondary security measure provides little additional protection. The study, produced jointly by researchers at Harvard and the Massachusetts Institute of Technology, looked at a technology called site-authentication images. In the system, currently used by financial institutions like Bank of America, ING Direct and Vanguard, online banking customers are asked to select an image, like a dog or chess piece, that they will see every time they log in to their account. The idea is that if customers do not see their image, they could be at a fraudulent Web site, dummied up to look like their bank's, and should not enter their passwords. The Harvard and M. I. T. researchers tested that hypothesis. In October, they brought 67 Bank of America customers in the Boston area into a controlled environment and asked them to conduct routine online banking activities, like looking up account balances. But the researchers had secretly withdrawn the images. Of 60 participants who got that far into the study and whose results could be verified,58 entered passwords anyway. Only two chose not to log on, citing security concerns. The premise is that site-authentication images increase security because customers will not enter their passwords if they do not see the correct image, said Stuart Schechter, a computer scientist at the M. I. T. Lincoln Laboratory. From the study we learned that the premise is right less than 10 percent of the time. He added: If a bank were to ask me if they should deploy it, I would say no, wait for something better, he said. The system has some high-power supporters in the financial services world, many trying to comply with new online banking regulations. In 2005, the Federal Financial Institutions Examination Council, an interagency body of federal banking regulators, determined that passwords alone did not effectively thwart intruders like identity thieves. It issued new guidelines, asking financial Web sites to find better ways for banks and customers to identify each other online. January 2007 was set as the compliance date, though the council has yet to begin enforcing the mandate. Banks immediately knew what they did not want to do: ask customers to download new security software, or carry around hardware devices that feed them PIN codes they can use to authenticate their identities. Both solutions would add an extra layer of security but, the banks believed, detract from the convenience of online banking. The image system, introduced in 2004 by a Silicon Valley firm called PassMark Security, offered banks a pain-free addition to their security arsenals. Bank of America was among the first to adopt it, in June 2005, under the brand name SiteKey, asking its 21 million Web site users to select an image from thousands of possible choices and to choose a unique phrase they would see every time they logged in. SiteKey gives our customers a fairly easy way of authenticating the Bank of America Web site, said Sanjay Gupta, an e-commerce executive at the bank. It was very well received. The Harvard and M. I. T. researchers, however, found that most online banking customers did not notice when the SiteKey images were absent. When respondents logged in during the study, they saw a site maintenance message on the screen where their image and phrases should have been pictured. The error message also had a conspicuous spelling mistake, further suggesting something fishy. Mr. Gupta of Bank of America said he was not troubled by the results of the survey, and stressed that SiteKey had made the bank's Web site more secure. He also said that the system was only a single part of a larger security blanket. It's not like we're betting the bank on SiteKey, he said. Most financial institutions, like Bank of America, have other ways to tell if a customer is legitimate. The banks often drop a small software program, called a cookie, onto a user's PC to associate the computer with the customer. If the customer logs in from another machine, he may be asked personal questions, like his mother's maiden name. Rachna Dhamija, the Harvard researcher who conducted the study, points out that swindlers can use their dummy Web sites to ask customers those personal questions. She said that the study demonstrated that site-authentication images are fundamentally flawed and, worse, might actually detract from security by giving users a false sense of confidence. RSA Security, the company that bought PassMark last year, has a lot of great data on how SiteKey instills trust and confidence and good feelings in their customers, Ms. Dhamija said. Ultimately that might be why they adopted it. Sometimes the appearance of security is more important than security itself. | According to internet security experts, secondary security measures provide little additional protection against fraud. | n |
id_3494 | Internet security experts have long known that simple passwords do not fully defend online bank accounts from determined fraud artists. Now a study suggests that a popular secondary security measure provides little additional protection. The study, produced jointly by researchers at Harvard and the Massachusetts Institute of Technology, looked at a technology called site-authentication images. In the system, currently used by financial institutions like Bank of America, ING Direct and Vanguard, online banking customers are asked to select an image, like a dog or chess piece, that they will see every time they log in to their account. The idea is that if customers do not see their image, they could be at a fraudulent Web site, dummied up to look like their bank's, and should not enter their passwords. The Harvard and M. I. T. researchers tested that hypothesis. In October, they brought 67 Bank of America customers in the Boston area into a controlled environment and asked them to conduct routine online banking activities, like looking up account balances. But the researchers had secretly withdrawn the images. Of 60 participants who got that far into the study and whose results could be verified,58 entered passwords anyway. Only two chose not to log on, citing security concerns. The premise is that site-authentication images increase security because customers will not enter their passwords if they do not see the correct image, said Stuart Schechter, a computer scientist at the M. I. T. Lincoln Laboratory. From the study we learned that the premise is right less than 10 percent of the time. He added: If a bank were to ask me if they should deploy it, I would say no, wait for something better, he said. The system has some high-power supporters in the financial services world, many trying to comply with new online banking regulations. In 2005, the Federal Financial Institutions Examination Council, an interagency body of federal banking regulators, determined that passwords alone did not effectively thwart intruders like identity thieves. It issued new guidelines, asking financial Web sites to find better ways for banks and customers to identify each other online. January 2007 was set as the compliance date, though the council has yet to begin enforcing the mandate. Banks immediately knew what they did not want to do: ask customers to download new security software, or carry around hardware devices that feed them PIN codes they can use to authenticate their identities. Both solutions would add an extra layer of security but, the banks believed, detract from the convenience of online banking. The image system, introduced in 2004 by a Silicon Valley firm called PassMark Security, offered banks a pain-free addition to their security arsenals. Bank of America was among the first to adopt it, in June 2005, under the brand name SiteKey, asking its 21 million Web site users to select an image from thousands of possible choices and to choose a unique phrase they would see every time they logged in. SiteKey gives our customers a fairly easy way of authenticating the Bank of America Web site, said Sanjay Gupta, an e-commerce executive at the bank. It was very well received. The Harvard and M. I. T. researchers, however, found that most online banking customers did not notice when the SiteKey images were absent. When respondents logged in during the study, they saw a site maintenance message on the screen where their image and phrases should have been pictured. The error message also had a conspicuous spelling mistake, further suggesting something fishy. Mr. Gupta of Bank of America said he was not troubled by the results of the survey, and stressed that SiteKey had made the bank's Web site more secure. He also said that the system was only a single part of a larger security blanket. It's not like we're betting the bank on SiteKey, he said. Most financial institutions, like Bank of America, have other ways to tell if a customer is legitimate. The banks often drop a small software program, called a cookie, onto a user's PC to associate the computer with the customer. If the customer logs in from another machine, he may be asked personal questions, like his mother's maiden name. Rachna Dhamija, the Harvard researcher who conducted the study, points out that swindlers can use their dummy Web sites to ask customers those personal questions. She said that the study demonstrated that site-authentication images are fundamentally flawed and, worse, might actually detract from security by giving users a false sense of confidence. RSA Security, the company that bought PassMark last year, has a lot of great data on how SiteKey instills trust and confidence and good feelings in their customers, Ms. Dhamija said. Ultimately that might be why they adopted it. Sometimes the appearance of security is more important than security itself. | Bank of America is the first bank that adopted the image system. | c |
id_3495 | Internet security experts have long known that simple passwords do not fully defend online bank accounts from determined fraud artists. Now a study suggests that a popular secondary security measure provides little additional protection. The study, produced jointly by researchers at Harvard and the Massachusetts Institute of Technology, looked at a technology called site-authentication images. In the system, currently used by financial institutions like Bank of America, ING Direct and Vanguard, online banking customers are asked to select an image, like a dog or chess piece, that they will see every time they log in to their account. The idea is that if customers do not see their image, they could be at a fraudulent Web site, dummied up to look like their bank's, and should not enter their passwords. The Harvard and M. I. T. researchers tested that hypothesis. In October, they brought 67 Bank of America customers in the Boston area into a controlled environment and asked them to conduct routine online banking activities, like looking up account balances. But the researchers had secretly withdrawn the images. Of 60 participants who got that far into the study and whose results could be verified,58 entered passwords anyway. Only two chose not to log on, citing security concerns. The premise is that site-authentication images increase security because customers will not enter their passwords if they do not see the correct image, said Stuart Schechter, a computer scientist at the M. I. T. Lincoln Laboratory. From the study we learned that the premise is right less than 10 percent of the time. He added: If a bank were to ask me if they should deploy it, I would say no, wait for something better, he said. The system has some high-power supporters in the financial services world, many trying to comply with new online banking regulations. In 2005, the Federal Financial Institutions Examination Council, an interagency body of federal banking regulators, determined that passwords alone did not effectively thwart intruders like identity thieves. It issued new guidelines, asking financial Web sites to find better ways for banks and customers to identify each other online. January 2007 was set as the compliance date, though the council has yet to begin enforcing the mandate. Banks immediately knew what they did not want to do: ask customers to download new security software, or carry around hardware devices that feed them PIN codes they can use to authenticate their identities. Both solutions would add an extra layer of security but, the banks believed, detract from the convenience of online banking. The image system, introduced in 2004 by a Silicon Valley firm called PassMark Security, offered banks a pain-free addition to their security arsenals. Bank of America was among the first to adopt it, in June 2005, under the brand name SiteKey, asking its 21 million Web site users to select an image from thousands of possible choices and to choose a unique phrase they would see every time they logged in. SiteKey gives our customers a fairly easy way of authenticating the Bank of America Web site, said Sanjay Gupta, an e-commerce executive at the bank. It was very well received. The Harvard and M. I. T. researchers, however, found that most online banking customers did not notice when the SiteKey images were absent. When respondents logged in during the study, they saw a site maintenance message on the screen where their image and phrases should have been pictured. The error message also had a conspicuous spelling mistake, further suggesting something fishy. Mr. Gupta of Bank of America said he was not troubled by the results of the survey, and stressed that SiteKey had made the bank's Web site more secure. He also said that the system was only a single part of a larger security blanket. It's not like we're betting the bank on SiteKey, he said. Most financial institutions, like Bank of America, have other ways to tell if a customer is legitimate. The banks often drop a small software program, called a cookie, onto a user's PC to associate the computer with the customer. If the customer logs in from another machine, he may be asked personal questions, like his mother's maiden name. Rachna Dhamija, the Harvard researcher who conducted the study, points out that swindlers can use their dummy Web sites to ask customers those personal questions. She said that the study demonstrated that site-authentication images are fundamentally flawed and, worse, might actually detract from security by giving users a false sense of confidence. RSA Security, the company that bought PassMark last year, has a lot of great data on how SiteKey instills trust and confidence and good feelings in their customers, Ms. Dhamija said. Ultimately that might be why they adopted it. Sometimes the appearance of security is more important than security itself. | The image system is the only security measure that the banks mentioned in the passage have currently. | c |
id_3496 | Internet security experts have long known that simple passwords do not fully defend online bank accounts from determined fraud artists. Now a study suggests that a popular secondary security measure provides little additional protection. The study, produced jointly by researchers at Harvard and the Massachusetts Institute of Technology, looked at a technology called site-authentication images. In the system, currently used by financial institutions like Bank of America, ING Direct and Vanguard, online banking customers are asked to select an image, like a dog or chess piece, that they will see every time they log in to their account. The idea is that if customers do not see their image, they could be at a fraudulent Web site, dummied up to look like their bank's, and should not enter their passwords. The Harvard and M. I. T. researchers tested that hypothesis. In October, they brought 67 Bank of America customers in the Boston area into a controlled environment and asked them to conduct routine online banking activities, like looking up account balances. But the researchers had secretly withdrawn the images. Of 60 participants who got that far into the study and whose results could be verified,58 entered passwords anyway. Only two chose not to log on, citing security concerns. The premise is that site-authentication images increase security because customers will not enter their passwords if they do not see the correct image, said Stuart Schechter, a computer scientist at the M. I. T. Lincoln Laboratory. From the study we learned that the premise is right less than 10 percent of the time. He added: If a bank were to ask me if they should deploy it, I would say no, wait for something better, he said. The system has some high-power supporters in the financial services world, many trying to comply with new online banking regulations. In 2005, the Federal Financial Institutions Examination Council, an interagency body of federal banking regulators, determined that passwords alone did not effectively thwart intruders like identity thieves. It issued new guidelines, asking financial Web sites to find better ways for banks and customers to identify each other online. January 2007 was set as the compliance date, though the council has yet to begin enforcing the mandate. Banks immediately knew what they did not want to do: ask customers to download new security software, or carry around hardware devices that feed them PIN codes they can use to authenticate their identities. Both solutions would add an extra layer of security but, the banks believed, detract from the convenience of online banking. The image system, introduced in 2004 by a Silicon Valley firm called PassMark Security, offered banks a pain-free addition to their security arsenals. Bank of America was among the first to adopt it, in June 2005, under the brand name SiteKey, asking its 21 million Web site users to select an image from thousands of possible choices and to choose a unique phrase they would see every time they logged in. SiteKey gives our customers a fairly easy way of authenticating the Bank of America Web site, said Sanjay Gupta, an e-commerce executive at the bank. It was very well received. The Harvard and M. I. T. researchers, however, found that most online banking customers did not notice when the SiteKey images were absent. When respondents logged in during the study, they saw a site maintenance message on the screen where their image and phrases should have been pictured. The error message also had a conspicuous spelling mistake, further suggesting something fishy. Mr. Gupta of Bank of America said he was not troubled by the results of the survey, and stressed that SiteKey had made the bank's Web site more secure. He also said that the system was only a single part of a larger security blanket. It's not like we're betting the bank on SiteKey, he said. Most financial institutions, like Bank of America, have other ways to tell if a customer is legitimate. The banks often drop a small software program, called a cookie, onto a user's PC to associate the computer with the customer. If the customer logs in from another machine, he may be asked personal questions, like his mother's maiden name. Rachna Dhamija, the Harvard researcher who conducted the study, points out that swindlers can use their dummy Web sites to ask customers those personal questions. She said that the study demonstrated that site-authentication images are fundamentally flawed and, worse, might actually detract from security by giving users a false sense of confidence. RSA Security, the company that bought PassMark last year, has a lot of great data on how SiteKey instills trust and confidence and good feelings in their customers, Ms. Dhamija said. Ultimately that might be why they adopted it. Sometimes the appearance of security is more important than security itself. | In the Harvard and MIT study, two subjects didnt log on without seeing the correct pictures. | e |
id_3497 | Internet security experts have long known that simple passwords do not fully defend online bank accounts from determined fraud artists. Now a study suggests that a popular secondary security measure provides little additional protection. The study, produced jointly by researchers at Harvard and the Massachusetts Institute of Technology, looked at a technology called site-authentication images. In the system, currently used by financial institutions like Bank of America, ING Direct and Vanguard, online banking customers are asked to select an image, like a dog or chess piece, that they will see every time they log in to their account. The idea is that if customers do not see their image, they could be at a fraudulent Web site, dummied up to look like their bank's, and should not enter their passwords. The Harvard and M. I. T. researchers tested that hypothesis. In October, they brought 67 Bank of America customers in the Boston area into a controlled environment and asked them to conduct routine online banking activities, like looking up account balances. But the researchers had secretly withdrawn the images. Of 60 participants who got that far into the study and whose results could be verified,58 entered passwords anyway. Only two chose not to log on, citing security concerns. The premise is that site-authentication images increase security because customers will not enter their passwords if they do not see the correct image, said Stuart Schechter, a computer scientist at the M. I. T. Lincoln Laboratory. From the study we learned that the premise is right less than 10 percent of the time. He added: If a bank were to ask me if they should deploy it, I would say no, wait for something better, he said. The system has some high-power supporters in the financial services world, many trying to comply with new online banking regulations. In 2005, the Federal Financial Institutions Examination Council, an interagency body of federal banking regulators, determined that passwords alone did not effectively thwart intruders like identity thieves. It issued new guidelines, asking financial Web sites to find better ways for banks and customers to identify each other online. January 2007 was set as the compliance date, though the council has yet to begin enforcing the mandate. Banks immediately knew what they did not want to do: ask customers to download new security software, or carry around hardware devices that feed them PIN codes they can use to authenticate their identities. Both solutions would add an extra layer of security but, the banks believed, detract from the convenience of online banking. The image system, introduced in 2004 by a Silicon Valley firm called PassMark Security, offered banks a pain-free addition to their security arsenals. Bank of America was among the first to adopt it, in June 2005, under the brand name SiteKey, asking its 21 million Web site users to select an image from thousands of possible choices and to choose a unique phrase they would see every time they logged in. SiteKey gives our customers a fairly easy way of authenticating the Bank of America Web site, said Sanjay Gupta, an e-commerce executive at the bank. It was very well received. The Harvard and M. I. T. researchers, however, found that most online banking customers did not notice when the SiteKey images were absent. When respondents logged in during the study, they saw a site maintenance message on the screen where their image and phrases should have been pictured. The error message also had a conspicuous spelling mistake, further suggesting something fishy. Mr. Gupta of Bank of America said he was not troubled by the results of the survey, and stressed that SiteKey had made the bank's Web site more secure. He also said that the system was only a single part of a larger security blanket. It's not like we're betting the bank on SiteKey, he said. Most financial institutions, like Bank of America, have other ways to tell if a customer is legitimate. The banks often drop a small software program, called a cookie, onto a user's PC to associate the computer with the customer. If the customer logs in from another machine, he may be asked personal questions, like his mother's maiden name. Rachna Dhamija, the Harvard researcher who conducted the study, points out that swindlers can use their dummy Web sites to ask customers those personal questions. She said that the study demonstrated that site-authentication images are fundamentally flawed and, worse, might actually detract from security by giving users a false sense of confidence. RSA Security, the company that bought PassMark last year, has a lot of great data on how SiteKey instills trust and confidence and good feelings in their customers, Ms. Dhamija said. Ultimately that might be why they adopted it. Sometimes the appearance of security is more important than security itself. | According to Schechter, more than 90% of online banking customers studied logged on without seeing the right pictures. | e |
id_3498 | Internet shoppers are at an increased risk of both fraud and theft due to a number of factors. Amongst them are both a decrease in a means of reliable identification and an increase in the use of websites for monetary transactions whether from online reservations, internet banking, or other types of business. This fraud is increasing in severity and frequency in areas such as false business websites, telesales and online shopping and is now a more serious problem than ever before. One solution to this problem would be to limit internet transactions to websites authorised by the banks | By restricting internet transactions to only websites authorised by the banks, a decrease in internet fraud might be seen. | n |
id_3499 | Internet shoppers are at an increased risk of both fraud and theft due to a number of factors. Amongst them are both a decrease in a means of reliable identification and an increase in the use of websites for monetary transactions whether from online reservations, internet banking, or other types of business. This fraud is increasing in severity and frequency in areas such as false business websites, telesales and online shopping and is now a more serious problem than ever before. One solution to this problem would be to limit internet transactions to websites authorised by the banks | The increased risk of fraud and theft to internet shoppers is wholly due to a decrease in a means of reliable identification and an increase in the use of the internet for online banking. | c |
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