35 Wedding Anniversary Wishes to Bless Married Couples

35 Wedding Anniversary Wishes to Bless Married Couples The decision to get married may be the most significant step you take in your life. It may take a while for you to get adjusted to married life. Marriage is a lifetime commitment. Once you decide to take the plunge, there is no looking back. Weddings are sacrosanct. You promise to cherish your spouse as long as you live. You take a vow to support each other in good and bad times. And you promise to love and be faithful forever. Wedding anniversaries are important milestones, as you count the years that rolled by in marital bliss. But marriage is not a bed of roses. Every couple faces challenges that threaten to tear them apart. When the foundation of marriage is weak, the relationship can crumble to dust. However, some couples rise above these challenges and emerge stronger than ever. Wedding anniversaries celebrate the triumphant years and remind the couple of their blessings. If your friend or relative is celebrating his wedding anniversary, congratulate the husband and wife for their togetherness. Bless them with heartfelt wedding anniversary wishes. Recall the beautiful memories of their wedding day to remind them of their deep love that keeps them going strong year after year. Elizabeth Barrett BrowningTwo human loves make one divine.Dean StanleyA happy marriage is a new beginning of life, a new starting point for happiness and usefulness.Elijah FentonWedded love is founded on esteem.Johann Wolfgang von GoetheThe sum which two married people owe to one another defies calculation. It is an infinite debt, which can only be discharged through all eternity.Eliza CookHark! The merry chimes are pealing,Soft and glad the music swells,Gaily in the night wind stealing,Sweetly sound the wedding bells.George ChapmanMarriage is ever made by destiny.Kahlil GibranYou were born together, and together you shall be forevermore... but let there be spaces in your togetherness. And let the winds of the heavens dance between you.Joseph CampbellWhen you make a sacrifice in marriage, youre sacrificing not to each other but to unity in a relationship.PlautusLet us celebrate the occasion with wine and sweet words.Thomas MooreThere is nothing half so sweet in lifeAs loves young dre am. Sir A. HuntHe is blessed in love alone,Who loves for years and loves but one.William ShakespeareGrace and remembrance be to you both.Honore de BalzacOne should believe in marriage as in the immortality of the soul.Franz Joseph von Munch-BellinghausenTwo souls with but a single thought,Two heart that beat as one.William ShakespeareHonor, riches, marriage-blessingLong continuance, and increasing,Hourly joys be still upon you!Ogden NashTo keep your marriage brimming,With love in the wedding cup,Whenever youre wrong, admit it;Whenever youre right, shut up.Emily BronteWhatever souls are made of, his and mine are the same.HoraceHappy and thrice happy are those who enjoy an uninterrupted union, and whose love, unbroken by any sour complaints, shall not dissolve until the last day of their existence.William ShakespeareHeaven give you many, many merry days.Rainer Maria RilkeA good marriage is that in which each appoints the other guardian of his solitude.Sam KeenWe come to love not by finding the perfect person, but by learning to see an imperfect person perfectly. MiltonHail, wedded love, mysterious law; true source of human happiness.William ShakespeareNow join hands, and with your hands your hearts.John DonneCome live with me and be my love,And we will some new pleasures proveOf golden sands and crystal brooks,With silken lines and silver hooks.Karl FuchsIt takes two special people,To make a loving pair.Thereà ¢Ã¢â€š ¬Ã¢â€ž ¢s a joy just being around you,A feeling I love to share.Barbra StreisandWhy does a woman work ten years to change a mans habits and then complain that hes not the man she married?Jean RostandA married couple are well suited when both partners usually feel the need for a quarrel at the same time.Wellins CalcottIn the choice of a wife, we ought to make use of our ears, and not our eyes.Phyllis DillerWhatever you may look like, marry a man your own age as your beauty fades, so will his eyesight.William Makepeace ThackerayBad husbands will make bad wives.Kyran PittmanIf you can hang in there through minor and major differe nces of opinion, through each others big and little screw-ups, year after year, you come to understand that the person you married is really, terribly flawed. There isnt a human being you can hang out with, day in and day out, for over a decade and not come to the same inescapable realization. Wellins CalcottA single life is doubtless preferable to a married one, where prudence and affection do not accompany the choice; but where they do, there is no terrestrial happiness equal to the married state.Phyllis DillerA bachelor is a guy who never made the same mistake once.Chloe DanielsA marriage is like a salad: the man has to know how to keep his tomatoes on the top.J. R. EwingMarriage is like these bonbons. You never know what youre getting until youre right in the middle of it.

Biography of Clarence Darrow, Legendary Attorney

Biography of Clarence Darrow, Legendary Attorney Clarence Darrow became the most famous defense lawyer in early 20th century America by taking on cases considered hopeless and emerging as a leading voice for civil liberties. Among his celebrated cases was the defense of John Scopes, the Tennessee teacher prosecuted in 1925 for teaching about the theory of evolution, and the defense of Leopold and Loeb, two wealthy students who killed a neighbor boy for the thrill of it. Darrows legal career was utterly ordinary until he became involved in advocating for labor activists in the 1890s. Before long he would become nationally known as a crusader for justice, often speaking out against capital punishment. His obituary in the New York Time in 1938 noted that he had defended the accused in â€Å"a hundred or more murder trials, no client of his had ever died on the gallows or in the electric chair.† That was not entirely accurate, but it underscores Darrows legendary reputation. Fast Facts: Clarence Darrow Known For: Famous defense attorney who often won cases thought to be hopeless.Notable Cases: Leopold and Loeb, 1924; the Scopes Monkey Trial, 1925.Born: April 18, 1857, near Kinsman, OhioDied: March 13, 1938, age 80, Chicago, IllinoisSpouses: Jessie Ohl (m. 1880-1897) and Ruby Hammerstrom (m. 1903)Children: Paul Edward DarrowEducation: Allegheny College and University of Michigan Law SchoolInteresting Fact: Darrow claimed to believe in personal liberty, the abolition of capital punishment, and the improvement of labor conditions. Early Life Clarence Darrow was born April 18, 1857, in Farmdale, Ohio. After attending public schools in Ohio, young Darrow worked as a farm hand and decided the labor of the farm was not for him. He studied for a year Allegheny College in Pennsylvania before attending the University of Michigan law school for a year. His education was not impressive by modern standards, but it qualified him to read law for a year with a local lawyer in Ohio, which was a common method of becoming an attorney at the time. Darrow became a member of the Ohio bar in 1878, and for the next decade he embarked on a fairly typical career for a lawyer in small town America. In 1887, hoping to take on more interesting work, Darrow moved to Chicago. In the big city he worked as a civil lawyer, pursuing ordinary legal tasks. He took on work as a counsel for the city, and in the early 1890s he worked as a corporate counsel for the Chicago and Northwestern Railroad. In 1894 Darrow’s life took a significant turn when he began defending legendary labor activist Eugene V. Debs, who was fighting an injunction against him for leading a strike against the Pullman company. Darrow was ultimately not successful in his defense of Debs. But his exposure to Debs and the labor movement gave him new direction in life. Crusader for Justice Beginning in the mid-1890s, Darrow began taking on cases that appealed to his sense of justice. He was generally successful, for what he lacked in education and prestige he made up with his ability to speak plainly but dramatically in front of juries and judges. His courtroom suits were always rumpled, apparently by design. He portrayed himself as a common man seeking justice, though often armed with cunning legal strategies. Darrow became known for sharp cross-examinations of witnesses, and as he championed those he considered oppressed, he would often introduce novel concepts from the emerging field of criminology. In 1894 Darrow defended Eugene Prendergast, a drifter who killed the mayor of Chicago, Carter Harrison, and then walked into a police station and confessed. Darrow raised an insanity defense, but Prendergast was convicted and sentenced to death. He was the first and last of Darrows clients to be executed. The Haywood Case One of Darrows most notable cases came in 1907, when the former governor of Idaho, a supporter of the mining industry, was killed in a bombing. Detectives from the Pinkerton agency apprehended officials of the Western Federation of Miners (part of the Industrial Workers of the World) including the unions president, William Big Bill Haywood. Charged with conspiracy to commit murder, Haywood and others were to go on trial in Boise, Idaho. Darrow was retained for the defense and deftly destroyed the prosecutions case. Under Darrows cross-examination, the actual perpetrator of the bombing admitted he had acted alone as a matter of personal vengeance. He had been pressured to implicate the labor leaders by the prosecutors in the case. Darrow gave a summation which amounted to a profound defense of the labor movement. Haywood and the others were acquitted, and Darrows performance cemented his position as a defender of the common man against money interests. Leopold and Loeb Darrow was on the front pages of newspapers across American in 1924 when he defended Nathan Leopold and Richard Loeb. The two were college students from wealthy families who confessed to a shocking crime, the murder of a 14-year-old neighbor boy, Robert Franks. Leopold and Loeb became figures of public fascination as they told detectives they had committed the kidnapping and murder of a random boy for the adventure of perpetrating the perfect crime. Seated left to right, Nathan Leopold, Jr., attorney Clarence Darrow and Richard Loeb. The boys were found guilty of the murder and kidnapping and Bobby Franks.    The families of Leopold and Loeb approached Darrow, who at first resisted taking the case. He was certain they would be convicted, and he had no doubt they had committed the murder. But he took on the case as he was opposed to capital punishment, and his goal would be to save them from what seemed to be certain execution by hanging. Darrow requested that the case be heard by a judge without a jury. The judge in the case agreed. Darrow’s strategy was not to argue about their guilt, which was certain. And as they had been judged sane, he couldn’t argue an insanity defense. He tried something novel, which was to argue that the two young men were mentally diseased. Darrow called expert witnesses to advance psychiatric theories. The witness, known at the time as alienists, claimed the young men had mental problems related to their upbringings which were mitigating factors in the crime. The appeal for mercy posed by Darrow eventually succeeded. After deliberating for ten days, the judge sentenced Leopold and Loeb to sentences of life plus 99 years. (Loeb was killed in prison by another inmate in 1934. Leopold was eventually paroled in 1958 and died in Puerto Rico in 1971.) The judge in the case told the press that he was moved to show mercy by the age of the defendants and not by the psychiatric evidence. However, the case was considered by the public to be a triumph for Darrow. The Scopes Trial Darrow was a religious agnostic and was particularly opposed to religious fundamentalism. So the defense of John Scopes, the schoolteacher from Dayton, Tennessee, prosecuted for teaching about Darwin’s Theory of Evolution naturally appealed to him. American lawyers Clarence Darrow (1857-1938) and William Jennings Bryan (1860-1925) at the Scopes Trial. Heritage Images / Getty Images The case arose when the 24-year-old Scopes, teaching in a local public high school, included mentions of Darwin’s ideas in the curriculum. By doing so he violated a Tennessee law, the Butler Act, and he was charged. William Jennings Bryan, one of most prominent Americans in politics for decades, entered the case as the prosecuting attorney. On one level, the case was simply about whether Scopes had violated the local law. But when Darrow came into the case, the proceedings became nationally known, and the case was dubbed The Monkey Trial in the sensationalist press. A split in American society in the 1920s, between religious conservatives and progressives advocating science, became the focus of the courtroom drama. Newspaper reporters, including the legendary journalist and social critic H.L. Mencken, flooded into the town of Dayton, Tennessee, for the trial. News dispatches went out via telegraph, and even reporters in the new medium of radio relayed the proceedings to listeners around the country. The highlight of the trial occurred when Bryan, claiming to be an authority on Biblical teachings, took the witness stand. He was cross-examined by Darrow. Reports of the encounter stressed how Darrow had humbled Bryan by getting him to admit to a literal interpretation of the Bible. A headline in the Washington Evening Star proclaimed: Eve Made of Rib, Jonah Swallowed by Fish, Bryan Declares In Sensational Cross-Examination of Bible Beliefs By Darrow. The legal result of the trial was actually a loss for Darrow’s client. Scopes was found guilty and fined $100. However, to many observers, including H.L. Mencken, Darrow was considered to have won a victory in the sense of having shown to the nation at large the ludicrous nature of fundamentalism. Later Career Besides his busy legal practice, Darrow published a number of books, including Crime: Its Cause and Treatment, published in 1922, dealing with Darrows belief that crime was caused by factors impacting a persons life. He also wrote an autobiography published in 1932. In 1934, President Franklin Roosevelt appointed the elderly Darrow to a post in the federal government, assigned to correct legal problems with the National Recovery Act (a part of the New Deal). Darrows work was considered successful. One of his last jobs was to serve on a commission studying the threat arising in Europe, and he issued a warning about the danger of Hitler. Darrow died in Chicago on March 13, 1938. His funeral was attended by many members of the public, and he was eulogized as a tireless crusader for justice. Sources: Clarence Seward Darrow. Encyclopedia of World Biography, 2nd ed., vol. 4, Gale, 2004, pp. 396-397. Gale Virtual Reference Library.Scopes Monkey Trial. Gale Encyclopedia of American Law, edited by Donna Batten, 3rd ed., vol. 9, Gale, 2010, pp. 38-40. Gale Virtual Reference Library.Darrow, Clarence. Crime and Punishment in America Reference Library, edited by Richard C. Hanes, et al., vol. 4: Primary Sources, UXL, 2005, pp. 118-130. Gale Virtual Reference Library.

Week-3 Essay Example | Topics and Well Written Essays - 250 words

Week-3 - Essay Example The reason as to why I enjoy doing this is to analyze how the court interprets the law, therefore gaining an understanding on how the criminal justice system in United States of America operates. One of the jobs that I don’t enjoy doing is collecting fines, fees and forfeitures from convicted individuals. On this note, while carrying out my duties, I always work on the interesting things first. This is for the purposes of motivating me, and improving my morale so as I may work effectively on the uninteresting job that lies ahead. These interesting jobs are easy for me to handle, this is because I enjoy doing them. On this note, the first tasks accomplished during my work rounds are the easier tasks. However, during the process of my duties, there are always urgent matters and important matters (Carroll, 18). For instance, a magistrate might request for a filed case law for purposes of relying on it to make a decision. This falls under the category of an important matter. An example of an urgent situation is when there remains some few minutes to the closing of government offices, and yet a suspect wants to pay fine in order to gain his or her freedom. Failure to pay at the moment, might result to him or her spending some another day in prison. This is an urgent matter, and as an intern clerk, I would work on the urgent matter first and the concentrate on the important matter because there is sufficient time to handle the issue. Regarding on an important matter, there is no need of waiting for the deadline to approach before working on the issue (Carroll, 13). For instance, as soon as a magistrate requires a file on a previous judgment, it is my duty to look for the file and give it out as soon as possible. This will save my time, and allow me to engage on other duties. On this note, the best way to manage my time is to start by working on the interesting tasks, and thereafter move to

Organic Foods Annotated Bibliography Example | Topics and Well Written Essays - 500 words

Organic Foods - Annotated Bibliography Example 1. Derk Jan Stobbelaar, Gerda Casimir, Josine Borghuis, Inge Marks, Laurens Meijer & Simone Zebeda. (2008) Adolescent’s attitudes towards Organic food: A survey on 15 to 16 year old school children. International Journal of Consumer Studies. In this article the authors, have touched upon the need for aiming at organic policies keeping in mind the adolescents. As adolescents are going to be the consumers of tomorrow, the authors conducted a survey among school children in the ages of 15-16 years which tested their knowledge about organic food. The survey conducted among 700 students also examined their attitudes towards organic food, whether they bought organic food and their influence upon their parents to buy the same. The findings of the survey revealed that the adolescent children had a positive attitude towards organic food. Even though their attitude was positive, they had little knowledge about it and were not too willing to buy it. The authors suggested that the campaigns aimed at the target group should be designed, keeping in mind their preferences and ethical values. 2. Sylvette Monier et al. (2009) Organic Food Consumption Patterns. Journal of Agricultural and Food Industrial Organization. The authors Monier et al., conducted a research on two different issues relating to the consumption of organic food in France. Since it was aimed to increase the consumption of organic food the issue that was first researched was whether the choice for organic food was permanent or not.

Changing Ethical Perspectives-McDonald’s Essay Example for Free

Changing Ethical Perspectives-McDonald’s Essay When Dick and Mac McDonald opened their first barbecue restaurant in 1940, it is doubtful they realized the impact their company name would have upon the world of business and food service. A few years after they opened their restaurant, they closed to renovate, rethink their business strategy, and presented a simple drive-in restaurant with a small menu to allow the brothers to focus not on providing diversity and choices, but quality within their service and products (â€Å"Our History-1940†, n.d.). It may have been the simplicity of the operation, or the high level of dedication to service that attracted the attention of restaurant equipment salesman Ray Croc. In 1954, Ray Croc visited their only establishment in San Bernadino, California and learned they had an interest in building a franchise around their existing business configuration. Ray Croc and the McDonald’s brothers agree on their first franchise plan and set out to build more locations. Kroc opens his first franchise location in Des Plaines, Ill. on April 15, 1955. By 1965, there would be more than 700 McDonald’s restaurants throughout the United States (â€Å"Our History-1955†, n.d.). As McDonald’s expanded outward, their community responsibilities inherently would increase. Through the period of the fifties and sixties, community and social responsibilities were simple; keep a clean restaurant, set reasonable prices (hamburgers were 15 cents), and concentrate on service. At the outset, it would appear the ethical perspective would be one close to utilitarianism (what will the most people like), with little emphasis on deontology or virtue theory. As McDonald’s moved into the seventies leading them on a voyage around the world, these responsibilities and perspectives would have to adapt and change rapidly to accommodate cultural changes and needs. Changes in Ethical Perspective as a Result of Globalization In 1967, the first McDonald’s restaurants opened in Canada and Puerto Rico. During this time of expansion, the McDonald’s line was fully developed into a restaurant that can be recognized with its signature golden arches and bright red and white colorations of the building. The menu also presented an unwavering selection of hamburgers, cheeseburgers, soda pop, and French fries. As McDonald’s expanded globally, it did so carrying the same rigid elements of marketing and selection that was originally offered at the start. Global expansion was going well, but cultural adaptation and ethical considerations are still several years away. The first sign from McDonald’s regarding ethics or a reaction to corporate social responsibility did not happen from their global expansion. In 1973, McDonald’s opened the first Ronald McDonald House in response to aid ailing children from Leukemia. From here, social responsibility for McDonald’s become apparent, but at a very slow pace (â€Å"Our History-1973†, n.d.). Cultural Issues within the Global Organization Amidst the seventies and moving into the eighties, environmental and ethical perspectives became more important. McDonald’s however, did not become a leader in globalization as well as ethical considerations. Because of the rigidity of their plant operation and offerings, they slowly were becoming an icon for unchanging American standards and unhealthy diet standards. In a weak attempt to stay strong and fresh, McDonald’s began increasing their menu from the simple hamburger and cheeseburger to include also specialty breakfast items and a larger dinner menu. They still failed however to change their image from canned and greasy fast food. The ethical rigidity of McDonald’s failing to change their menu items would continue well into 1987 before the first fresh salad entrees would finally allow them to slowly break their crusty perspective of ‘factory-made’ food (â€Å"Our History-1987†, n.d.). McDonald’s and the World-An Ethical Perspective Through the nineties and into the 21st century, a new form of consumer was emerging. This new creed of shopping known as ‘ethical consumerism’ focuses in on supporting companies that have a proven track record of healthy and environmentally supportive business practices. Even with menu enhancements and slight menu changes within the different cultural areas McDonald’s had entered, this is an area they had not yet championed (York, 2006). In order to survive, corporate leadership knew they had a very steep challenge to face. In small steps, McDonald’s slowly turned their behemoth juggernaut of food service into becoming more environmentally conscious and ‘green’. They took on challenges from large organizations such as People for the Ethical Treatment of Animals (PETA) to change their beef and chicken production (Beef magazine, 2005). As the critics emerged, McDonald’s faced charges of unhealthy menu’s and unsound environmental practices. McDonald’s had to make a decision-keep with their out of date business plan and face ruin in the age of environmentally conscious companies, or find ways to introduce the needed changes into their organization. The process was slow, but over time, McDonald’s found by making necessary changes to their organization, they were able to slowly gain back a market share of followers who recognizing their ethical and environmental changes, were once again willing to support their cause. The result was a healthier menu, diet and nutritional guides, and even environmentally sound coffee and cups could be found within the walls of a typical McDonald’s restaurant around the world (York, 2006). According to Reynolds (2011), McDonald’s even prominently publicized their new image efforts through a new and fresh series of television advertising â€Å"†¦to focus on McDonald’s community and environmental initiatives†¦Ã¢â‚¬  Modern Cross-Cultural Perspective for McDonald’s McDonald’s has risen from one small drive-in restaurant with a menu consisting of 15 cent hamburgers, fries, and soda to a multinational company consisting of 33,500 local restaurants serving 68 million people in 119 different countries. Their current cultural perspective at the present time contains variety that Ray Croc could never have imagined in the middle of the 20th century. A mixture of utilitarianism (what would please most customers) and deontology (what is our CSR) seems to drive the corporate think tank and operational culture. McDonald’s is an excellent example of how a company that was started with very simple goals expanded, faced legal, ethical, and moral pressures and challenges, and is still capable of making it to the top of biggest and healthiest fast food restaurant franchises (Minkin, 2012). One of the greatest obstacles to McDonald’s was a rigid and unwillingness to change both image and perspective. Through the decades however, McDonald’s leadership has met their community responsibilities and currently carries an accepted ethical and moral perspective. References Author Unknown, (2005, February). McDonalds eyes change in Poultry Harvest Method. Beef, 1. Minkin, T. (2012). Americas Top Ten Healthiest Fast Food Restaurants. Retrieved from http://www.health.com/health/gallery/0,,20435301,00.html Our History. (n.d.). Retrieved from http://www.mcdonalds.com/us/en/our_story/our_history.html Reynolds, J. (2011, June). McDonalds Activity to Promote Ethical Focus. Marketing Magazine, (3), 1. York, M. (2006, November). With the planet dying of. New Internationalist, (), 5.

Behind The Gare Saint-Lazare :: essays research papers

As one of the world’s first photojournalists, Henri Cartier-Bresson has transformed the profession through his concept of â€Å"the decisive moment†, the dramatic climax of a picture where everything falls perfectly into place. Traveling extensively since 1931, Cartier-Bresson’s images have been renown throughout the world due to his remarkable sense of timing and his intuition in seizing the right moment.   Ã‚  Ã‚  Ã‚  Ã‚  To fully understand Cartier-Bresson’s pictures, one must first understand his artistic philosophy. Born in 1908 in Chanteloup, near Paris Cartier-Bresson’s passion for photography erupted from his love for the early motion pictures. As he would later say, â€Å"From some of the great films, I learned to look, and to see.† Films such as Eisenstein’s Potemkin and Dreyer’s Jeanne d’Arc â€Å"impressed [him] deeply†. Cartier-Bresson yearned to capture real life. He believed in order to do this the subject must be oblivious to the photographer. Indeed, he has never in his professional career contrived a setting or arranged a photograph, an outlook that stems from his strong belief that the photographer should blend into the environment and not influence the behavior of his subject. Cartier-Bresson sees photography as, â€Å"†¦a way of shouting, of freeing oneself, not of proving or asserting one’s own origin ality.†   Ã‚  Ã‚  Ã‚  Ã‚  Cartier-Bresson worked only with a Leica camera, one of the quietest and fastest of the day. The Leica camera was perfect for Cartier-Bressons documentary style photography, but as an added effect he put black tape over the metallic front as to remain as hidden as possible, a technique that has been copied ever since. He used mainly a 50mm lens and black and white film. Cartier-Bresson shot his pictures with a 50mm lens, because in order to capture a decisive moment, one must be ready at any given instant, not allowing time to change lenses. Also, maintaining the full size of the original photograph was very important to Cartier-Bresson. He felt that cropping a picture would dilute its meaning.   Ã‚  Ã‚  Ã‚  Ã‚  Cartier-Bresson’s use of black and white film is a result of the technology of his day. Though color film was available as early as 1907, it remained difficult to use until the 1970’s. The early color film emulsions were very slow; causing close shots to look cramped. Also, blurred backgrounds in color were much less acceptable than they were in black and white. These limitations caused early color photographs to confine themselves to static subject or bright lights. So as a spontaneous photojournalist Cartier-Bresson had little choice in the matter.

Storytelling and its contribution to organizational theory

The storytelling approach towards the knowledge sharing is explored in detail. The story telling can be used to elicit tacit knowledge and can be used to flow the knowledge about previous events in the organization and any other work related knowledge in an interesting and effective manner. Since emotions are attached to the stories, they narrate the much value to the listeners and the listeners tend to keep what they have heard. In this sense, organization memory is created by the anecdotes of the stories being told.The lessons learnt from the past experiences are label to the employees working now. It is also studied the negative stories have much impact on the listeners. The story telling has the potential to capture tacit knowledge and how it is done in the context of IBM is explained. Moreover, the story telling in the organizations can be enhanced by the use of IT tools like intranet, emails and other knowledge management systems which helps employees to create platform to shar e their stories and communicate the values of the organization.This values and the knowledge base of the organization helps to form the organization memory. Table of Contents Introduction Storytelling is one of the approaches towards knowledge capture and codification, the first phase of KM cycle. This is used to elicit tacit knowledge, towards creation of new knowledge and to organize the content in systematic manner. In knowledge capture phase, the distinction between the capture of existing knowledge and the creation of new knowledge has to be made. Mostly, only existing knowledge is set into the pattern, which only forms the explicit knowledge.There is huge pool of knowledge, which needs to be captured towards generating the new knowledge and that knowledge is mostly tacit in nature, which resides within the heads of knower. Every organization also has a memory. The embodiment of the organizational memory is the experience of its employees, tangible data and knowledge stores in the organization (Walsh and Unison, 1991). The value of knowledge is increased when it is transferred otherwise the uncultured knowledge is devalued and ignored with time. In today's fast-paced economy, an organization's knowledge base is quickly becoming its only sustainable competitive advantage.This competitive advantage is owned by utilizing the organizational knowledge, the individual skills, thoughts and ideas. So Tacit knowledge management is must to capture the experience and expertise of the individual in an organization and making it available to anyone who needs it. Once the tacit knowledge becomes explicit, it needs to be organized in a structured document that will enable multipurpose use. The KM tools help to create knowledge and then leverage it across multiple channels, including phone, email, discussion forums, Internet and any new channel that come online.Story telling is one of the best KM tools to capture tacit knowledge. Organizational story can be defined as pa st management actions, employee interactions or other key events that have occurred and that have been communicated informally (Swap et al, 2001). The stories provide a rich context making it interesting for the listeners and also remains in the conscious memory longer. Stories reinforce organizational learning and communicate common values. The core capabilities of an organization are built by critical skills of employees, management systems and organizational values.This capability can be transferred in formal and explicit way. However much knowledge articulacy knowledge with rich tacit dimensions is transferred internally through processes of colonization and initialization. Story telling is one such transfer mechanisms that can leverage the tacit knowledge of the organization. Literature Review The use of the stories and storytelling may provide a powerful practice as a part of efforts by individuals, groups or organizations to share what they know. It breaks away from the tradi tional means of communication and adds new dimension to the knowledge management tools.Deeding, in his article â€Å"Telling Tales† tries to convey hat the age-old practice of storytelling is an effective method to be used as knowledge management tools but the stories told should match the situation and conditions in the organization. Storyteller as a leader should influence the listeners and the story should have enough detail to be intelligible and credible. Different narrative patterns like Sparking Action, Communicating who you are, Transmitting value, Fostering collaboration and Taming the grapevine can be used.Snowman's article titled â€Å"The new simplicity-context, Narrative and Content† focuses on the need f knowledge management to go beyond the boundaries of using best practices into the realms of uncertainty. Since both the human behavior and system are complex, the cause and effect of the system and the interacting agents can't be separated; the contextual stimulation is needed to capture the knowledge. The decision making pattern is important. Narrative is emerging as one of the most exciting approaches to knowledge management.It involves going and finding a person to ask questions whenever faced with the new task or encounter a problem and get context-sensitive answers. In short, stories allow the communication of complex ideas in a simple, memorable form. Karakul Shaffer B Kali in his research on â€Å"Transfer knowledge Using Stories: A Malaysian University Case Study † attempts to explore the usage of knowledge-embedded stories in a Malaysian institute of higher learning and will consider the understanding of organization members concerning storytelling in the organization.It provides insights on the culture of storytelling as a method of knowledge transfer medium and explores the practicality of using stories in the organization and the employee's perception of the usage of stories to transfer knowledge. This case reveal s that story telling is regarded as an acceptable approach in knowledge transfer. Mostly gathering sessions in the university stimulated storytelling. The case also presented the factors that influence the KM storytelling.The factors are an extension of the existing knowledge transfer factors mentioned in literatures, which do influence KM storytelling. Walter Swap, Dorothy Leonard, Mimi Shields and Lisa Abram in their research â€Å"Using Mentoring and Storytelling to transfer knowledge in the Workplace† explains that the knowledge with rich tacit dimensions is transferred informally through processes of colonization and naturalization. They have focuses on two transfer mechanisms mentoring and storytelling.Most stories told informally in organizations are negative. Therefore managers interested in how knowledge accrues in the organization cannot ignore these important transmitters. Stories that dramatist or illustrate managerial systems, values, norms are more likely to be believed and acted upon than mere statements of policies and norms. Finally, the use of information technologies can enhance the story telling. The effect of verbal storytelling can be enhanced through the use of multimedia.Consistent with the elaboration effect, seeing and hearing the storyteller can add weight and detail to the story as can visual about the environment in which the story occurred. Story-telling-a technique to capture tacit knowledge In KM, the knowledge capture and creation may be done by the individuals who work for the organization or a group within that organization, by all members of a community of practice (COP), or by a dedicated COP individual.So the creation, capture and the codification of the information is done at the personal level while performing activities at Job. Within the firm, individuals share perceptions and Jointly interpret information events and experiences (Cohen and Leviathan, 1990) and at some point, knowledge acquisition extends beyond the individuals and is coded into corporate memory (Napkin, 1995; Spencer, 1996; Monika and Takeouts, 1995). Unless knowledge is embedded into corporate memory, the firm cannot leverage the knowledge held by individual members of the organization.Knowledge acquisition from individuals or groups can be characterized as the transfer and transformation of valuable expertise from a knowledge source (human expert, documents) to a knowledge repository (organizational memory, facts and rules). Explicit knowledge is already well described but we need to abstract and summarize this content. Tacit knowledge capturing needs various techniques of which story telling is the one. Stories involve the detailed narrative of management actions and decision-making styles, employee activities and interaction and other events within the division that are communicated informally within the organization.A story can be defined as telling of a happening or a connected series of happenings whether true or fi ctitious (Deeding, 2001). This involved the group interaction and collaboration for story telling. The SEC' model developed by Knock and Takeouts also supports that story telling or narratives can be used to bring out tacit knowledge. Fig 1 :SEC Model by Monika and Takeouts Here, colonization process is involve which emphasizes the tacit knowledge exchange through Joint activities such as gathering, spending time together, informal talks and living and working in the same environment rather than through written or verbal instructions.The process of transferring one's ideas or images directly to colleagues or subordinates means to share personal knowledge and create commonplace or Baa. During extrapolation process, an individual commits to the group and thus becomes one with the group. The individuals' intentions and ideas merge and become integrated with the group's mental world. This involves the expressing of ideas or images as communicable manner such as metaphors, analogies, eve nt description or narratives. A number of conditions must be in place, however, in order to ensure that storytelling in its various enacted forms creates value in a particular organization.Sole and Wilson (2002) argue that although all stories are narratives, not all narratives are good knowledge-sharing stories. As an example, they cite movies, which tell stories designed primarily to entertain and therefore need not necessarily be authentic-?or even believable. In contrast, in organizational storytelling, stories are often used to promote knowledge sharing, inform, and/or prompt a change in behavior, as well as communicate the organizational culture and create a sense of belonging.In order to achieve these organizational objectives, knowledge-sharing stories need to be authentic, believable, and compelling. Stories need to evoke some type of response, and, above all, they need to be concise Deeding, 2001), so that the moral of the story or the organizational lesson to be learned c an be easily understood, remembered, and acted upon. In other words, organizational stories should have an impact: they should prevent similar mistakes from being repeated, or they should promote organizational learning and adoption of best practices stemming from the collective organizational memory.Deeding (2001) describes the power of a springboard story, knowledge that has been captured in the form of a brief story that has the ability to create a strong impact on its audience. He outlines a number of key elements required to use stories to encapsulate valuable knowledge, such as: The explicit story should be relatively brief and detailed Just enough that the audience can understand it. The story must be intelligible to the specific audience so that they are â€Å"hooked.The story should be inherently interesting. The story should spring the listener to a new level of understanding. The story should have a happy ending. The story should embody the change message. The change mes sage should be implicit. The listeners should be encouraged to identify with the protagonist. The story should ell with a specific individual or organization. The protagonist should be prototypical of the organization's main business. Other things being equal, true is better than invented.One should test, test, and test again Story telling and KM processes involved in context of MM. IBM has leverage on the power of story telling at the daily work place to enhance the employees' performance. IBM has a four-stage storytelling approach. 1 . Anecdotal elicitation through interviews, observation and story circles 2. Anecdotal deconstruction to analyses cultural issues, ways of working, values, rules and beliefs to lied the story's key messages 3. Intervention / communication design with a story constructed or enhanced 4.Story deployment Story telling workshops can be run to elicit the knowledge and cultural values of an organization as well as both its best and inhibitors to sharing and identifies business issues. Values, rules and beliefs of organization were identified. Storytelling provides the platform to the employees to share experiences and build social capital and networks and most importantly it achieves agreement among the participants The knowledge management framework developed by Olivia and Lieder (2001 a) is based n the view of organizations as â€Å"knowledge systems†.According to this view, organization consists of four knowledge processes Creation Storage / Retrieval Transfer Application Here in case of MM, knowledge creation process takes place by the creation of anecdotes, which are captured as tacit knowledge, and they are stored in a repository and aligned with communities, processes and subject areas. This shows the knowledge storage process.Then the knowledge transfer takes place through support discussion forums (lunch and learn), databases, intellectual capital, management systems (training), document management systems, bulletin boa rds, inline chats, portals (community kick-off days) and intranets. Ultimately, the people who make communities do the knowledge application process. The effective communities have valuable stories. Practice of dedicated Story Telling Sessions The practice of dedicated story telling sessions in some organizations have proved the increased level of knowledge exchange among employees.For example, NASA, Deducted and Malaysian university have Km initiative in form of story telling sessions. The ITEMS (Information Services and Media Services) Department has its own storytelling sessions. There are two storytelling session ITEMS Sharing Session- It involves the staffs from whole ITEMS department and it is conducted once a week to share the stories on the problems encountered and the solutions. Toolbox Session-alt only involves the units in ITEMS department. It gathers the support unit employees to share their stories on the problems raised.They have one program to stimulate KM storytellin g called Buddy program. In Buddy program, two employees from different department are paired together to work as a single department. Junior staff is paired with senior academic acting as mentor. Conclusion Stories are powerful conveyors of meaning and tacit knowledge and been in use from ancient times. It helps to share knowledge with context and emotion. It triggers the listeners to respond with other stories building new understanding.Stories can capture and hold the attention increasing the likelihood of hearing and listening. Story telling is very valuable in story telling network. Any organization has a set of its memories embedded from the time of its inception. These memories are the skills and knowledge of its employees while in an organization over the years of operation. So, the organizational memory has its role on forming the knowledge base of the organization. Employees can use the organization memory to learn and improve the effectiveness of their work.Employee's know ledge can be stored and then information and knowledge can be shared by KM. Organizational memory is one of intangible assets of one organization; it stores past experiences and knowledge, supports organization strategy and improves organization effectiveness. Accordingly, it is important to establishment and development of organizational memory for KM. Organizational culture can be stored by story, and it is one of retention facilities of organizational memory.The idea, spirit, and culture of organizations can be passed down by storytelling. Through storytelling, organization members emotionally connect to their organization and then identify their organization. Storytelling can store organizational culture, convey experience and knowledge, and improve acquisition, retention, and maintenance of process of organizational memory management. Organization value and spirit can be conveyed effectively by storytelling.