Quitting Smoking Essay Example | Topics and Well Written Essays - 500 words

Quitting Smoking - Essay Example One of the major reasons for reverting back to smoking is that it has become a source of leisure time for me and an excuse to get outside the house for a breath of fresh air, a walk around the block or to the store. Still, the endeavors of quitting smoking have been a result of the realization of the financial, as well as the health problems related to it. The cost of a cigarette pack may seem trivial to an occasional smoker but the small amount of $7 tends to have a significant effect on the budget of a serious smoker who has greater consumption than an occasional one. Alongside the monetary effect of the addiction, smoking tends to increase one’s chances of getting cancer. It is usually witnessed that some instances prove to be life altering and compel the individual to adopt different paths. One such incident also took place in my life that made me realize that the harmful habit of smoking tends to effect the smoker, as well as the people around him. This notion was realized when I had to face the dilemma of having a 17 year old move into my mother’s house. His transition into my mother’s house not only meant that a teenager was being exposed to smoking all the time, it also brought up the situation in which he wanted me to sponsor his smoking. When this occurrence was revealed to my sister, she was very concerned about her son’s well being and disappointed in me for being an unconstructive influence on her son’s life. After suffering ethical issues and disappointment from my family, I finally took the decision of quitting smoking and trying to relieve myself from its addiction. Alongside making the decision of quitting smoking, I encouraged my nephew to quit too but my nephew turned a deaf ear to all of my reasoning of quitting smoking. My decision also proved to come in between my relationship with him since our common ground of communication had disappeared. Still, I stayed persistent and

The relationship between iron and zinc status and treatment of ADHD Essay

The relationship between iron and zinc status and treatment of ADHD (subject to modification) - Essay Example Diagnosis is therefore rather subjective and obtaining epidemiological data is cumbersome. Co-morbidities are often present and these make diagnosis even more difficult (Rowland, Lesesne et al. 2002). Despite these limitations, there are valid data that suggest that ADHD seems to have a higher rate of occurrence in white children than in black children in the USA (1.7% to 4.4% in 1997) according to treatment records obtained by physicians. (Olfson, Gameroff et al. 2003). Also, the national epidemiological survey in UK showed a lower prevalence of ADHD in black children than in white children (0.4% to 1.6%) (Meltzer, Gatward et al. 2000). There is the postulation that cases of ADHD in black children could possibly have been under-diagnosed in these societies simply because black families possibly lack access to health facilities due to poorer economic status. This argument may not be valid considering that even higher access to facilities by black families have not resulted in increas ed diagnosis of cases of ADHD in them. Moreover, the U.K epidemiological survey cuts across racial and socioeconomic barriers. ... The ADHD Help-Seeking model is a basis of understanding factors that are predictive of service access and utilization, with a view to using such understanding to break the barrier to service utilization in ADHD treatment (Eiraldi, Mazzuca et al. 2006). The model proposes that for effective treatment, there must first be problem identification on the part of the affected, and then the decision to seek help must follow. Also, service selection and service access by the affected are integral parts of the model pathway. It is believed that through its predictive nature, the model will provide answers to various questions regarding disparities in access to healthcare by various ethnic and racial groups. (Eiraldi, Mazzuca et al. 2006). The model however needs to be made stronger by reconstructing it on factors that are less general and are more specific for affected groups, so that individual needs could be more effectively met (Eiraldi, Mazzuca et al. 2006). Cultural influences could play a very significant role in the Teacher and Parent Ratings across cultural divides (Olfson, Gameroff et al. 2003). The prevalence rates for ADHD from 1997-2001 among African American, Hispanic and White children (6-11 years old) were obtained using a National Health Interview Survey. Information was obtained from parents about health and socio-demographic characteristics of their children. Drug therapy history was taken. Again, White children were found to have the highest rate of ADHD than any other ethnic group, though occurrence of learning disability was higher in the African American and Hispanic children. About 1% of Hispanic children were reported to have ADHD without LD, against 4% white children. Compared to white children, the percentage of

Throughout Ken Keseys tremendous novel Essay Example for Free

Throughout Ken Keseys tremendous novel Essay It is another meeting though with McMurphy which causes the most drastic and evident change to Chief Bromdens character. In the midst of a bed time conversation with the Chief, McMurphy gives him a packet of chewing gum, the Chief replies Thank you. The chief then goes on to state this again. This comment from the Chief can be taken in two separate ways; metaphorically the Chief has said thank you to McMurphy, but, on the other hand he has thanked McMurphy for the allowing him to open up and talk and realise that he is not, in fact, insane. As well as that, it also shows how all along McMurphys inclination about the Chief was right. During that night time conversation with McMurphy the Chief talks about how small he is, demonstrating how the combine has affected him. Youre lot bigger, toughern I am. McMurphy then replies, You stand a head tallern any man on the ward. There aint a man here you couldnt turn every way but loose, and thats a fact! The Chief then dismisses this comment No. Im way too little. I used to be big, but not no more. Youre twice the size of me. This repetitive negative, Not no more, illustrates how he feels negative towards himself too, and how broken a man he is due to his time spent in the combine. McMurphy realises that, with the size of the Chief, he could use him to lift the control panel which he hadnt been able to lift at the beginning of the novel. He begins to build up the chiefs morale by complementing him in a descriptive metaphor, giving an image of how life will change for the good, Oh man I tell you, youll have women trippin you and beatin you to the floor. He offers him a free place in his special body-buildin course, and as McMurphy walks down the hall to sign the Chief up for the fishing trip he pulls the covers off him and states Look there, Chief. Haw what did a tell ya? You growed a half foot already. This again is used by McMurphy to build Chief Bromdens self image. Due to the character building of McMurphy and the Chiefs ability to find the cause of his illness he grows into a new man, a man able to be rebellious and able to pull away from the tight grasp which the combine has upon him. This point of rebellion expresses the Chiefs refusal to mop the hall. They stuck a broom out for me to do their work up the hall, I turned around and walked back to the dorm, telling myself, the hell with that. This emphasises the change in Chief Bromdens character as he is now confident enough to refuse duties from the black boys. This alliteration in the description of the boys is used extensively throughout the novel, emphasisng there colour, in 1962 (when it was first published) there was a lot of racism, white people were far more superior, and also their age, showing how even boys are running the institute, telling the white men what to do. But the main change to the Chief is his ability to laugh. I could look down and see myself with the rest of the guys and watch them, us, swinging in laughter. This is an effective use of imagery, as this metaphor emphasises how the Chief has grown mentally stronger as a man, as earlier on in the novel he states, You cant really be strong until you can see the funny side to things. His mental strength is illustrated through his physical strength in the shower room. So I picked him off and threw him in the shower. He was full of tubes; he didnt weigh moren ten or fifteen pounds. Demonstrating how McMurphys plan of making the Chief grow back to his real size is working. The character of Chief Bromden develops even further as when he notices a fog being produced by the combine and refuses to, slip off and hide in it. No never again, as he knows, this time I had them beat, thus emphasising how he has nearly recovered from his sickness. Finally the Chiefs transformation is complete, when McMurphy comes back down to the ward after his lobotomy the chief kills him out of compassion and escapes by throwing the control panel at the screened window. After the lobotomy, McMurphy states that he cannot do things like he used to, hobbled like this, the metaphor highlights that the institute has now got total control over McMurphy, even though he is not literally hobbled, as in cannot walk properly, he cannot think for himself, is a vegetable, he is hobbled. However though, the path the Chief ventures out on after escaping from the hospital is the same as the ill fated dog took earlier on in the novel when chasing a goose as it met the oncoming headlights of a vehicle, thus emphasising the battle between animals and machinery and how machinery will always win. In conclusion Chief Bromdens character develops extensively through out the novel from being a fully fledged member of the chronics to conversing with McMurphy and even going on a fishing trip with the other patients. As the novel develops the Chief grows back to his original size, commits an empathy killing on McMurphy to save him from the life of a chronic and escapes from the grasp of the combine. However, the reader is left in a state of uncertainty at the end of the novel as they are unsure whether the story is being told by the Chief as a free man out with the hospital or if the combine have taken him back into their tight grasp and he is telling the story from recollection to another inmate. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Ken Kesey section.

Estimation Model And Decomposition

Estimation Model And Decomposition In this lecture we introduce project estimation to estimate project resource requirements, time duration, human effort, and cost. We also discuss the models and techniques used in the project estimation. We also discuss the estimation methods such as comparative, top-down, bottom-up (engineering), historical analogy and expert judgment. Then we presented decomposition technique to break down the project into tasks to assist us in estimating the project. We focus on the work breakdown structure (WBS) decomposition method. Learning Outcomes Understand estimation model Understand decomposition technique and planning tools 1.0 Introduction In this lecture we continue discussion of project management in software engineering. We start by introducing the project estimation to estimate project resource requirements, time duration, human effort, and cost. We discuss the models and techniques used in the project estimation. We also discuss the estimation methods such as comparative, top-down, bottom-up (engineering), historical analogy and expert judgment. Then we present decomposition technique to decompose the project into tasks to assist us in estimating the project. We focus on the work breakdown structure (WBS) decomposition method. 2.0 Estimation Model Project estimation is a highly subjective and person-dependent process. A project task could be done in one day by one person but could take a few hours by another person. Hence, different estimates could be given by different persons of the time it takes to perform a task. After actual execution and performing of the task, the time it has taken to be performed is a measured, actual and real time. Accordingly, any time estimate to performing the task that is not close to the actual time is inaccurate. Project estimates are established at early in a project by the software development team and corporation management. These estimates are required for project resources, work to be done, project cost, project schedule, and time to delivery. Project estimates are required during project planning which is a crucial phase of the project lifecycle. Project estimating techniques are available based on metrics accumulated from past similar project experiences. Projects should be estimated in a structured and formal way, otherwise, estimates are inaccurate and projects could be handed in late. Structured and formal project estimation methods that use sound techniques and understanding have the following advantages: They make estimates more accurate They allow the project team to reach a consensus on the estimates They improve the accuracy of those estimates They make it much more likely that projects will come in on time Project planning requires estimates of the: Resource requirements Human effort- in person-months Time project duration- in calendar time Project cost and budget In practice, project history and past experience are often used as a guide in estimating the above values. The estimation usually requires breaking the project into pieces. At early stages in a project the software development team and management team must establish estimates for resources required (human resources, equipment, software, space, tools, etc.), work to be done and time to product delivery. Cost, time, and resource estimating techniques are available based on metrics accumulated from past similar project experiences. Usually, several approaches and methods are used to estimate these values. Then, estimated values that result from different estimation methods are compared. If these values vary widely, then this variance is taken as an indication of the need for more information. Projects could fail due to different causes related to project estimation. For example, the initial estimation of the budget needed for the completion of the project could be too little or too much. This can also be applied to the duration of the project, as some projects fail due to too little time being assigned for completion. As well as this, another factor that leads to project failure is ill planning, where the whole project is not planned out right from the start. Also, the goals and objectives of a project, which are developed at the start of the project may be regularly altered/changed which as a result causes confusion within the workforce. In addition to this, due to technology being a fast-paced industry, the personnel of the project need to stay up-to-date with this rapid change in order to use the correct the technology for the project. Finally, a lack of or ineffective communication between the workforce of the project, regardless of their role and position, can also l ead to broken interactions and project failure. Estimates could be inaccurate due to different reasons including people injury, sickness, or resign. Project development teams could run into unexpected technical problems, etc. Therefore, the objective of estimation is that people in the organization who have the training and knowledge to give an honest, well-informed opinion of the effort (time, cost, resources, etc. ) required to do a task. The uncertainty about the project could be reduced and more accurate estimates could be generated by producing well-documents about the project scope and vision by the organizations management and by reaching a consensus on the tasks that must be performed by the development team members. This consensus could be reached through discussion of assumptions. The following are some project estimation techniques (models): Source Lines of Code (SLOC): Source Lines of Code (SLOC) is the oldest metric for estimating project effort and thus is the primary input of older cost estimation models. The accurate estimation of a software project estimate is based on size of the project to be built. Project size is translated into human effort, time and money. Software Equation: In software equation estimate data is collected for thousands of similar projects and a the estimation model is a software equation as given below: EPM = (L x Sk(1/3) / PP)3 x (1/d4) Where EPM- is the Effort in Person Months L is the number of code Line Sk is the factor of Special sKills PP is the Parameter of Productivity D is the project Duration Using SLOC as input for cost estimation has some disadvantages because estimating the SLOC early in the software development lifecycle can be difficult. Therefore, if the SLOC estimate is inaccurate, the output of the dependant cost estimation model will be inaccurate. Software LIfecycle Management (SLIM): SLIM was developed in the late 1970s. Wideband Delphi: Wideband Delphi is an effective technique in estimating software tasks. Proxy Based Estimating (PROBE): This is an estimation method that looks at the history of a person in terms of components he has built in the past. It states that a person constructing a component that he has previously constructed (or one similar to it) then the amount of effort that will go into building this component will roughly be the same. The Constructive Cost Model (COCOMO): COnstructive COst MOdel (COCOMO) is a software cost and schedule estimating method which was developed in the early 1980s. It was developed through an experiment which involved the analyzing and evaluating of results for 63 software development projects. COCOMO was updated in 1991 for modern development life cycles, in order to accommodate larger sets of data. It is calculated on the basis of 15 cost factors. These factors, sometimes called variables, cover the cost of the software needed, any computer hardware that will be used, and the cost of labor (wages). These are inputted into the model and as a result, an output is arrived at estimating the size and effort that need to be put into the project for it to succeed. The Planning Game: The Planning Game is the software project planning method developed by Extreme Programming (XP). It was developed in the 1990s. It is basically used to manage the negotiation between the development team and the stakeholders (Business customers). Unlike Delphi, PROBE, and COCOMO, the Planning Game does not require a documented description of the scope of the project to be estimated. Rather, it is a full planning process that combines estimation with identifying the scope of the project and the tasks required to complete the software. Estimates use comparative estimate, grass roots estimate, engineering estimate (bottom-up), top-down estimate, historical analogy estimate, expert judgment estimate, models estimate, and/or rules-of-thumb estimate. Typically, estimates are made using some combination of these/some of these estimate methods. These estimate methods are described in the following paragraphs. Comparative estimate: Comparative estimate compares project with past similar projects. One advantages of this method is that estimates are based on actual experience. One disadvantages of this method is that truly similar projects must exist. Engineering estimate (Bottom-up): Engineering Estimate (Bottom-up) assigns different components of the project to individuals to estimate. Then, component estimates are summed to obtain total estimate of the project. Advantages of this method include generation of accurate estimates because of detailed basis for estimate, promotion of individual responsibility, and support of project tracking. Some disadvantages of this method are that the method is time- consuming, detailed data is needed which may not be available, especially before the project starts or early in the project, and integration costs may be disregarded. Top-Down estimate: Top-Down estimate partitions the project into lower level components where life cycle phases begin at highest level. Some advantages of this estimate are that it is more applicable to early project estimates, it considers system level activities, it is faster, and easier to implement. Some disadvantages of this estimate is that it is less accurate than other methods, it tends to overlook lower-level components, and it provides little detail. Historical analogy estimate: Historical analogy estimate is based on using the software size, effort, or cost of a comparable project from the past. The comparison is made using measures or data that has been recorded from completed software projects. Analogical estimates can be made at high levels using total software project size and/or cost for individual Work Breakdown Structure (WBS) categories in the process of developing the main software cost estimate. Expert judgment estimates: Expert judgment estimates specifies that software development team consults with one or more experts. Some advantage of this estimate is that little or no historical data are needed, and it is good for new or unique projects. Some disadvantages of this estimate is that experts tend to be biased, and their knowledge level is sometimes questionable. This is a subjective estimate based upon what the estimator remembers from previous projects and gets modified mentally as deemed appropriate. If the estimator has significant recent experience in both the software domain of the planned project then, expert judgment can be relatively accurate. Model-based estimate: Model-based estimate uses mathematical relationships or parametric cost models. Parametric cost models are empirical relationships derived by using statistical techniques applied to data from similar previous projects. Rules-of-thumb estimate: Rules-of-thumb estimate come in a variety of forms and can be a way of expressing estimates as a simple mathematical relationship (e.g. cost = Lines_of_Code / 10) or as percentage allocations of effort over activities or phases based upon historical data (e.g. coding task is 22% of Total Effort). The popular project estimates approach is to use several methods and compare values. If these values vary widely, then this variance is taken as an indication of the need for more information. Model-based estimates along with high-level analogies are the principal source of estimates in early conceptual stages. At early stages of the project or before it starts, we usually do not have a clear estimates, but as a project matures and the requirements and design are better understood, analogy estimates based upon more detailed functional decompositions become the primary method of estimation, with model-based estimates used as a means of estimate validation or as a correctness check. Whatever method is used, it is most important that the assumptions and formulas are documented to enable more thorough review and to make it easier to revise estimates at completion of the project when assumptions may need to be revised. Expected Value for Software Size is computed as follows: Suppose that: Expected value for estimation variable (size) estimate = S, Weighted Average of Optimistic estimate = (S opt) Most likely estimate (S m) Pessimistic estimate (S pess ) Then, S can be computed as: S = (S opt +4 S m + S pess)/6 The calculation of the effort put in, in terms of persons-month, in a dynamic multi variable model can be defined as follows: Software Equation (E) = [LOC * B0.333/P]3 *(1/t4) Where: E is effort in person-months, t is the duration of the project, B is special skills factor, P is productivity. 2.1 Decomposition Technique Decomposition technique is used to estimate the project as presented in the previous section. After decomposing the entire project into a number of smaller tasks, we make project estimates. It is easier to handle smaller tasks than to handle a very larger project as a whole. So, the entire project (problem) is broken down into number of smaller tasks (problems) and then each smaller problem could be solved easily. Decomposition technique is used as a technique or model for cost and project estimate. It is difficult to estimate the project as one task. Therefore, the project is decomposed into smaller tasks and each task is estimated individually and then the partial estimations of project tasks are added up for the whole project. Decomposition technique is used as a technique or model for cost and project estimate. It is difficult to estimate the project as one task. Therefore, the project is decomposed into smaller tasks and each task is estimated individually and then the partial estimations of project tasks are added up for the whole project. A sound and formal estimate starts with a work breakdown structure (WBS). A WBS is a list of project major phases, deliverables, and work components (tasks) that will be built by the project that, when completed, will produce the final product. These work components/tasks can then be broken down into the activities that are required to build them. The concept of this technique is to break down the work into smaller tasks. Each task can in turn be broken down further. This technique is very useful for the project development team and project management team to become familiar with the scope of the project, identifies work tasks, needed resources, and cost estimation. It also helps to monitor the projects progress. Project managers use the Work Breakdown Structure (WBS) to estimate projects and make complex projects more manageable. Some advantages of using WBS include: Assists with more accurate project estimation in cost, effort, resources, and schedule Assists with project organization Helps with assigning responsibilities to project development team members. A WBS that is correctly designed allows for the easy assignment of tasks to a specific element of the WBS, cutting down on confusion/duplication of assigned tasks. Shows the control points and project milestones Helps explain the project scope to customers and stakeholders Assist in planning and control of the project Tasks and Subtasks are related to each other in the sequence of project task networks. Project Task networks graphically visualize the tasks/sub-tasks and their relationships. Project Task networks are also known as activity networks. The Work Breakdown Structure is a tree structure. The root of the tree is the whole project and the children of the root are the main tasks at first level of the tree which compose the project. At level 2 of the tree are the sub-tasks of the main tasks of the project at level 1. The rest levels of the tree are constructed similarly. Using the tree structure of the WBS allows the determining of secondary costs for tasks, resources, etc., into their advanced level parent tasks, materials, etc. The WBS is the basis for dividing work into defined tasks from which the, schedule, cost, and labor hour reporting can be established. There are many ways to decompose a project into tasks. Different project break-down ways lead to different estimates. If the generated WBS is incorrect, then the project estimates are wrong and time is wasted in doing the estimates. The project can be broken down by feature, by project phase (requirements tasks, design tasks, programming tasks, QA tasks, etc.), or by some combination of the two. WBS uses similar previous projects history and previous experience of projects that have been developed to generate project t estimates. Large projects are broken into more tasks than smaller projects or they can be broken into larger tasks than smaller projects. WBS, when created, is used by the project team to create an estimate of the effort required to perform each task. The most accurate estimates are those that rely on similar projects history and prior experience. Team members should review previous project results and find how long similar tasks in previous projects took to complete. Sources of delays in the past should be taken into account when making current estimates. The level of granularity of WBS varies depending on the level of abstraction and what information is available. At lower-levels of the WBS, expert judgment is the primary method used, while at higher levels of the WBS model-based estimates are more common. It is not possible to define a task set for the project uniquely. No set of tasks is appropriate for all types of projects. Project breakdown into tasks is dependent on the size of the project, complexities involved in the project, constraints of the projects and the skill set and capabilities of the team members working on the project. Project tasks have to be properly distributed according to the needs of the project deadlines and schedule. To develop a project schedule, a task set must be distributed on the project time line. The project set of tasks is defined based on the category of the project which is dealt with by the development team. Summary In this lecture we introduce project estimation to estimate project resource requirements, time duration, human effort, and cost. We also discuss the models and techniques used in the project estimation. We also discuss the estimation methods such as comparative, top-down, bottom-up (engineering), historical analogy and expert judgment. Then we presented decomposition technique to break down the project into tasks to assist us in estimating the project. We focus on the work breakdown structure (WBS) decomposition method. Exercises Is it possible to create a realistic estimate before the project team has agreed on the technical design for the software? When the team is working together to generate an estimate, should the testers estimate tasks which will be performed by the programmers? List three models of project estimate. What is estimated using project estimate? Describe the objectives of using decomposition technique? List advantages of decomposition technique for company managers. Describe the Source Lines of Code (SLOC) estimation method. List two advantages and two disadvantages of using The Constructive Cost Model (COCOMO). What is the difference between Engineering estimate (Bottom-up) and top-down estimate? Explain decomposition techniques. How do you define a task set for the software project? What are project task networks?

Life Happens :: Essays Papers

Life Happens For just about every kid you really enjoy high school and really don’t think about what you are going to do after you graduate other than the fact that you know you are going to continue or to college of some kind. Well then there are the others who are not thinking about where they are going to go to college, but what job they are going to find so that they can support your child that they just found out that their girlfriend is having. You talk about an eye opener for those kids. Yes they may be eighteen years old and getting ready to move out on their own, but they are still kids getting ready to raise a kid. This is where it gets scary. It is the half way through your junior year and you have been having a great time. This is when the first slap in the face comes. You are talking to your girlfriend and she tells you that she is late. The first thing that runs through your mind is, â€Å"Late for what?† No sooner does that go through your brain and it hits you what she is late for, and that is when your heart hits the floor and like every other guy in the same situation you open your mouth, â€Å"Are you sure?† Like a girl not knowing when she is late for her period is kind of like a guy not knowing if he had an orgasm. After some guys have a few more beers and freak out for a few minutes, or hours, they think that they can not do this and that the girl should get an abortion. Sometimes the girl is right on board with this, and the baby is aborted and the teens lives go on like nothing ever happened. At least until the girl gets a conscious and starts thinking about what she has done and what could hav e been. This will bother the girl at least sometimes. It might bother the guy but not usually. Then there are other guys who after their freak out period they decide to take responsibility for their actions and tell the girl we will make it through this, we can do this. This is where the real story begins. Not only do we have two kids getting ready to leave the nest for the first time and learn how to spread their wings and fly, but they already have their own baby to teach how to do this also.

Sarkar-Singer Hypothesis Essay -- International Trade

Sarkar-Singer Hypothesis Introduction Since terms of trade deterioration hypothesis was proposed by Prebisch and Singer in 1950, comparative advantage was doubted. Due to the export structure of developing countries (DCs) is dominated by primary products, and the export structure of industrialised countries (ICs) dominated by manufactured products; they compared primary products export of DCs and manufactured products export of ICs, and indicated that the terms of trade trend to deteriorate over time. This hypothesis is supported by many studies, such as Grilli and Yang (1998) and Spraos (1980); therefore the widening gap like existed. This hypothesis is confronted the traditional view, international trade and specialisation may not be better off. The Prebisch-Singer hypothesis also impacts on the trade policy of the majority of DCs to become inward looking. However, many studies appeal that the defected of Prebisch-Singer hypothesis, Sarkar and Singer analysis is the important appeal. Due to Singer (1958) views that the export structure of the DCs was dominated by primary products; export structure of the ICs by the manufactured products. Therefore, theearly studies use the terms of trade between primary products and manufactures as a proxy. Sarkar (1986) express that the growth of manufactured sectors, however, Singer (1987) proposes that even the change in the commodity composition of exports, the disadvantages in DCs lead the deterioration be continuous. Sarkar and Singer (1991) focuses on this subject, examines the impact of the shift in the commodity composition of exports of DCs. They proposed that the changes in commodity composition of exports are the important factor, as the primary sectors of DCs have a lower rat... ...ent, Vol. 19, No. 4, Page 333-340 Singer, H. W. (1950) The distribution of gains between investing and borrowing countries, American Economic Review, Vol. 40, No. 2, Page 473-485 Singer, H. W. (1958) Comment, Review of Economics and Statistics, Vol. 40, Page87-88 Singer, H. W. (1987) Terms of trade in John Eatwell, Murray Milgate and Peter Newman (Eds), The New Palgrave: A Dictionary of Economics, London: Macmillan, Page 626-628 Singer H. W. (1998) The Terms of Trade Fifty Years Later – Convergence and Divergence, The South Letter (30) Sproas, J. (1980) The Statistical Debate on the Net Barter Terms of Trade Between Primary Commodities and Manufactures, Economic Journal, Vol. 90, Page 107-128 United Nations Conference on Trade and Development (2005) Trade and Development Report Chapter III: Evolution of the Terms of Trade and its Impact on Developing Countries

Lamb: The Gospel According to Biff, Christ’s Childhood Pal Chapter 20

Part IV Spirit He who sees in me all things, and all things in me, is never far from me, and I am never far from him. THE BHAGAVAD GITA Chapter 20 The road was just wide enough for the two of us to walk side by side. The grass on either side was as high as an elephant's eye. We could see blue sky above us, and exactly as far along the path as the next curve, which could have been any distance away, because there's no perspective in an unbroken green trench. We'd been traveling on this road most of the day, and passed only one old man and a couple of cows, but now we could hear what sounded like a large party approaching us, not far off, perhaps two hundred yards away. There were men's voices, a lot of them, footsteps, some dissonant metal drums, and most disturbing, the continuous screams of a woman either in pain, or terrified, or both. â€Å"Young masters!† came a voice from somewhere near us. I jumped in the air and came down in a defensive stance, my black glass knife drawn and ready. Josh looked around for the source of the voice. The screaming was getting closer. There was a rustling in the grass a few feet away from the road, then again the voice, â€Å"Young masters, you must hide.† An impossibly thin male face with eyes that seemed a size and a half too large for his skull popped out of the wall of grass beside us. â€Å"You must come. Kali comes to choose her victims! Come now or die.† The face disappeared, replaced by a craggy brown hand that motioned for us to follow into the grass. The woman's scream hit crescendo and failed, as if the voice had broken like an overtightened lute string. â€Å"Go,† said Joshua, pushing me into the grass. As soon as I was off of the road someone caught my wrist and started dragging me through the sea of grass. Joshua latched onto the tail of my shirt and allowed himself to be dragged along. As we ran the grass whipped and slashed at us. I could feel blood welling up on my face and arms, even as the brown wraith pulled me deeper into the sea of green. Above the rasping of my breath I heard men shouting from behind us, then a thrashing of the grass being trampled. â€Å"They follow,† said the brown wraith over his shoulder. â€Å"Run unless you want your heads to decorate Kali's altar. Run.† Over my shoulder to Josh, I said, â€Å"He says run or it will be bad.† Behind Josh, outlined against the sky, I saw long, swordlike spear tips, the sort of thing one might use for beheading someone. â€Å"Okey-dokey,† said Josh. It had taken us over a month to get to India, most of the journey through hundreds of miles of the highest, most rugged country we had ever seen. Amazingly enough, there were villages scattered all through the mountains, and when the villagers saw our orange robes doors were flung wide and larders opened. We were always fed, given a warm place to sleep, and welcomed to stay as long as we wished. We offered obtuse parables and irritating chants in return, as was the tradition. It wasn't until we came out of the mountains onto a brutally hot and humid grassland that we found our mode of dress was drawing more disdain than welcome. One man, of obvious wealth (he rode a horse and wore silk robes) cursed us as we passed and spit at us. Other people on foot began to take notice of us as well, and we hurried off into some high grass and changed out of our robes. I tucked the glass dagger that Joy had given me into my sash. â€Å"What was he going on about?† I asked Joshua. â€Å"He said something about tellers of false prophecies. Pretenders. Enemies of the Brahman, whatever that is. I'm not sure what else.† â€Å"Well, it looks like we're more welcome here as Jews than as Buddhists.† â€Å"For now,† said Joshua. â€Å"All the people have those marks on their foreheads like Gaspar had. I think without one of those we're going to have to be careful.† As we traveled into the lowlands the air felt as thick as warm cream, and we could feel the weight of it in our lungs after so many years in the mountains. We passed into the valley of a wide, muddy river, and the road became choked with people passing in and out of a city of wooden shacks and stone altars. There were humped-back cattle everywhere, even grazing in the gardens, but no one seemed to bear them any mind. â€Å"The last meat I ate was what was left of our camels,† I said. â€Å"Let's find a booth and buy some beef.† There were merchants along the road selling various wares, clay pots, powders, herbs, spices, copper and bronze blades (iron seemed to be in short supply), and tiny carvings of what seemed to be a thousand different gods, most of them having more limbs than seemed necessary and none of them looking particularly friendly. We found grain, breads, fruits, vegetables, and bean pastes for sale, but nowhere did we see any meat. We settled on some bread and spicy bean paste, paid the woman with Roman copper coin, then found a place under a large banyan tree where we could sit and look at the river while we ate. I'd forgotten the smell of a city, the fetid mlange of people, and waste, and smoke and animals, and I began to long for the clean air of the mountains. â€Å"I don't want to sleep here, Joshua. Let's see if we can find a place in the country.† â€Å"We are supposed to follow this river to the sea to reach Tamil. Where the river goes, so go the people.† The river – wider than any in Israel, but shallow, yellow with clay, and still against the heavy air – seemed more like a huge stagnant puddle than a living, moving thing. In this season, anyway. Dotting the surface, a half-dozen skinny, naked men with wild white hair and not three teeth apiece shouted angry poetry at the top of their lungs and tossed water into glittering crests over their heads. â€Å"I wonder how my cousin John is doing,† said Josh. All along the muddy riverbank women washed clothes and babies only steps from where cattle waded and shat, men fished or pushed long shallow boats along with poles, and children swam or played in the mud. Here and there the corpse of a dog bobbed flyblown in the gentle current. â€Å"Maybe there's a road inland a little, away from the stench.† Joshua nodded and climbed to his feet. â€Å"There,† he said, pointing to a narrow path that began on the opposite bank of the river and disappeared into some tall grass. â€Å"We'll have to cross,† I said. â€Å"Be nice if we could find a boat to take us,† said Josh. â€Å"You don't think we should ask where the path leads?† â€Å"No,† said Joshua, looking at a crowd of people who were gathering nearby and staring at us. â€Å"These people all look hostile.† â€Å"What was that you told Gaspar about love was a state you dwell in or something?† â€Å"Yeah, but not with these people. These people are creepy. Let's go.† The creepy little brown guy who was dragging me through the elephant grass was named Rumi, and much to his credit, amid the chaos and tumble of a headlong dash through a leviathan marshland, pursued by a muderous band of clanging, shouting, spear-waving decapitation enthusiasts, Rumi had managed to find a tiger – no small task when you have a kung fu master and the savior of the world in tow. â€Å"Eek, a tiger,† Rumi said, as we stumbled into a small clearing, a mere depression really, where a cat the size of Jerusalem was gleefully gnawing away on the skull of a deer. Rumi had expressed my sentiments exactly, but I would be damned if I was going to let my last words be â€Å"Eek, a tiger,† so I listened quietly as urine filled my shoes. â€Å"You'd think all the noise would have frightened him,† Josh said, just as the tiger looked up from his deer. I noticed that our pursuers seemed to be closing on us by the second. â€Å"That is the way it is usually done,† said Rumi. â€Å"The noise drives the tiger to the hunter.† â€Å"Maybe he knows that,† I said, â€Å"so he's not going anywhere. You know, they're bigger than I imagined. Tigers, I mean.† â€Å"Sit down,† said Joshua. â€Å"Pardon me?† I said. â€Å"Trust me,† Joshua said. â€Å"Remember the cobra when we were kids?† I nodded to Rumi and coaxed him down as the tiger crouched and tensed his hind legs as if preparing to leap, which is exactly what he was doing. As the first of our pursuers broke into the clearing from behind us the tiger leapt, sailing over our heads by half again the height of a man. The tiger landed on the first two men coming out of the grass, crushing them under his enormous forepaws, then raking their backs as he leapt again. After that all I could see was spear points scattering against the sky as the hunters became, well, you know. Men screamed, the woman screamed, the tiger screamed, and the two men who had fallen under the tiger crawled to their feet and limped back toward the road, screaming. Rumi looked from the dead deer, to Joshua, to me, to the dead deer, to Joshua, and his eyes seemed to grow even larger than before. â€Å"I am deeply moved and eternally grateful for your affinity with the tiger, but that is his deer, and it appears that he has not finished with it, perhaps†¦Ã¢â‚¬  Joshua stood up. â€Å"Lead on.† â€Å"I don't know which way.† â€Å"Not that way,† I said, pointing in the direction of the screaming bad guys. Rumi led us through the grass to another road, which we followed to where he lived. â€Å"It's a pit,† I said. â€Å"It's not that bad,† said Joshua, looking around. There were other pits nearby. People were living in them. â€Å"You live in a pit,† I said. â€Å"Hey, ease up,† Joshua said. â€Å"He saved our lives.† â€Å"It is a humble pit, but it is home,† said Rumi. â€Å"Please make yourself comfortable.† I looked around. The pit had been chipped out of sandstone and was about shoulder deep and just wide enough to turn a cow around in, which I would find out was a crucial dimension. The pit was empty except for a single rock about knee high. â€Å"Have a seat. You may have the rock,† said Rumi. Joshua smiled and sat on the rock. Rumi sat on the floor of the pit, which was covered with a thick layer of black slime. â€Å"Please. Sit,† said Rumi, gesturing to the floor beside him. â€Å"I'm sorry, we can only afford one rock.† I didn't sit. â€Å"Rumi, you live in a pit!† I pointed out. â€Å"Well, yes, that is true. Where do Untouchables live in your land?† â€Å"Untouchable?† â€Å"Yes, the lowest of the low. The scum of the earth. None of the higher caste may acknowledge my existence. I am Untouchable.† â€Å"Well, no wonder, you live in a fucking pit.† â€Å"No,† Joshua said, â€Å"he lives in a pit because he's Untouchable, he's not Untouchable because he lives in a pit. He'd be Untouchable if he lived in a palace, isn't that right, Rumi?† â€Å"Oh, like that's going to happen,† I said. I'm sorry, the guy lived in a pit. â€Å"There's more room since my wife and most of my children died,† said Rumi. â€Å"Until this morning it was only Vitra, my youngest daughter and me, but now she is gone too. There is plenty of room for you if you wish to stay.† Joshua put his hand on Rumi's narrow shoulder and I could see the effect it had, the pain evaporating from the Untouchable's face like dew under a hot sun. I stood by being wretched. â€Å"What happened to Vitra?† Joshua asked. â€Å"They came and took her, the Brahmans, as a sacrifice on the feast of Kali. I was looking for her when I saw you two. They gather children and men, criminals, Untouchables, and strangers. They would have taken you and day after tomorrow they would have offered your head to Kali.† â€Å"So your daughter is not dead?† I asked. â€Å"They will hold her until midnight on the night of the feast, then slaughter her with the other children on the wooden elephants of Kali.† â€Å"I will go to these Brahmans and ask for your daughter back,† Joshua said. â€Å"They'll kill you,† Rumi said. â€Å"Vitra is lost, even your tiger cannot save you from Kali's destruction.† â€Å"Rumi,† I said. â€Å"Look at me, please. Explain, Brahmans, Kali, elephants, everything. Go slow, act as if I know nothing.† â€Å"Like that takes imagination,† Joshua said, clearly violating my implied, if not expressed, copyright on sarcasm. (Yeah, we have Court TV in the hotel room, why?) â€Å"There are four castes,† said Rumi, â€Å"the Brahmans, or priests; Kshatriyas, or warriors; Vaisyas, who are farmers or merchants; and the Sudras, who are laborers. There are many subcastes, but those are the main ones. Each man is born to a caste and he remains in that caste until he dies and is reborn as a higher caste or lower caste, which is determined by his karma, or actions during his last life.† â€Å"We know from karma,† I said. â€Å"We're Buddhist monks.† â€Å"Heretics!† Rumi hissed. â€Å"Bite me, you bug-eyed scrawny brown guy,† I said. â€Å"You are a scrawny brown guy!† â€Å"No, you're a scrawny brown guy!† â€Å"No, you are a scrawny brown guy!† â€Å"We are all scrawny brown guys,† Joshua said, making peace. â€Å"Yeah, but he's bug-eyed.† â€Å"And you are a heretic.† â€Å"You're a heretic!† â€Å"No, you are a heretic.† â€Å"We're all scrawny brown heretics,† said Joshua, calming things down again. â€Å"Well, of course I'm scrawny,† I said. â€Å"Six years of cold rice and tea, and not a scrap of beef for sale in the whole country.† â€Å"You would eat beef? You heretic!† shouted Rumi. â€Å"Enough!† shouted Joshua. â€Å"No one may eat a cow. Cows are the reincarnations of souls on their way to the next life.† â€Å"Holy cow,† Josh said. â€Å"That is what I am saying.† Joshua shook his head as if trying to straighten jumbled thoughts. â€Å"You said that there were four castes, but you didn't mention Untouchables.† â€Å"Harijans, Untouchables, have no caste, we are the lowest of the low. We may have to live many lifetimes before we even ascend to the level of a cow, and then we may become higher caste. Then, if we follow our dharma, our duty, as a higher caste, we may become one with Brahma, the universal spirit of all. I can't believe you don't know this, have you been living in a cave?† I was going to point out that Rumi was in no position to criticize where we had been living, but Joshua signaled me to let it go. Instead I said, â€Å"So you are lower on the caste system than a cow?† I asked. â€Å"Yes.† â€Å"So these Brahmans won't eat a cow, but they will take your daughter and kill her for their goddess?† â€Å"And eat her,† said Rumi, hanging his head. â€Å"At midnight on the night of the feast they will take her and the other children and tie them to the wooden elephants. They will cut off the children's fingers and give one to the head of each Brahman household. Then they will catch her blood in a cup and everyone in the household will taste it. They may eat the finger or bury it for good luck. After that the children are hacked to death on the wooden elephants.† â€Å"They can't do that,† Joshua said. â€Å"Oh yes, the cult of Kali may do anything they wish. It is her city, Kalighat.† [â€Å"Calcutta† on the Friendly Flyer map.] â€Å"My little Vitra is lost. We can only pray that she is reincarnated to a higher level.† Joshua patted the Untouchable's hand. â€Å"Why did you call Biff a heretic when he told you that we were Buddhist monks?† â€Å"That Gautama said that a man may go directly from any level to join Brahma, without fulfilling his dharma, that is heresy.† â€Å"That would be better for you, wouldn't it? Since you're on the bottom of the ladder?† â€Å"You cannot believe what you do not believe,† Rumi said. â€Å"I am an Untouchable because my karma dictates it.† â€Å"Oh yeah,† I said. â€Å"No sense sitting under a bodhi tree for a few hours when you can get the same thing through thousands of lifetimes of misery.† â€Å"Of course, that's ignoring the fact that you're a gentile and going to suffer eternal damnation either way,† said Josh. â€Å"Yeah, leaving that out altogether.† â€Å"But we'll get your daughter back,† Joshua said. Joshua wanted to rush into Kalighat and demand the return of Rumi's daughter and the release of all the other victims in the name of what was good and right. Joshua's solution to everything was to lead with righteous indignation, and there is a time and a place unto that, but there is also a time for cunning and guile (Ecclesiastes 9 or something). I was able to talk him into an alternate plan by using flawless logic: â€Å"Josh, did the Vegemites smite the Marmites by charging in and demanding justice at the end of a sword? I think not. These Brahmans cut off and eat the fingers of children. I know there's no finger-cutting commandment, Josh, but still, I'm guessing that these people think differently than we do. They call the Buddha a heretic, and he was one of their princes. How do you think they'll receive a scrawny brown kid claiming to be the son of a god who doesn't even live in their area?† â€Å"Good point. But we still have to save the child.† â€Å"Of course.† â€Å"How?† â€Å"Extreme sneakiness.† â€Å"You'll have to be in charge then.† â€Å"First we need to see this city and this temple where the sacrifices will be held.† Joshua scratched his head. His hair had mostly grown back, but was still short. â€Å"The Vegemites smote the Marmites?† â€Å"Yeah, Excretions three-six.† â€Å"I don't remember that. I guess I need to brush up on my Torah.† The statue of Kali over her altar was carved from black stone and stood as tall as ten men. She wore a necklace of human skulls around her neck and a girdle made of severed human hands at her hips. Her open maw was lined with a saw blade of teeth over which a stream of fresh blood had been poured. Even her toenails curved into vicious blades which dug into the pile of twisted, graven corpses on which she stood. She had four arms, one holding a cruel, serpentine sword, another a severed head by the hair; the third hand she held crooked, as if beckoning her victims to the place of dark destruction to which all are destined, and the fourth was posed downward, in a manner presenting the goddess's hand-girded hips, as if asking the eternal question, â€Å"Does this outfit make me look fat?† The raised altar lay in the middle of an open garden that was surrounded by trees. The altar was wide enough that five hundred people could have stood in the shadow of the black goddess. Deep grooves had been cut in the stone to channel the blood of sacrifices into vessels, so it could be poured through the goddess's jaws. Leading to the altar was a wide stone-paved boulevard, which was lined on either side by great elephants carved from wood and set on turntables so they could be rotated. The trunks and front feet of the elephants were stained rusty brown, and here and there the trunks exhibited deep gouges from blades that had hewn through a child into the mahogany. â€Å"Vitra isn't being kept here,† Joshua said. We were hiding behind a tree near the temple garden, dressed as natives, fake caste marks and all. Having lost when we drew lots, I was the one dressed as a woman. â€Å"I think this is a bodhi tree,† I said, â€Å"just like Buddha sat under! It's so exciting. I'm feeling sort of enlightened just standing here. Really, I can feel ripe bodhies squishing between my toes.† Joshua looked at my feet. â€Å"I don't think those are bodhies. There was a cow here before us.† I lifted my foot out of the mess. â€Å"Cows are overrated in this country. Under the Buddha's tree too. Is nothing sacred?† â€Å"There's no temple to this temple,† Joshua said. â€Å"We have to ask Rumi where the sacrifices are kept until the festival.† â€Å"He won't know. He's Untouchable. These guys are Brahmans – priests – they wouldn't tell him anything. That would be like a Sadducee telling a Samaritan what the Holy of Holies looked like.† â€Å"Then we have to find them ourselves,† Joshua said. â€Å"We know where they're going to be at midnight, we'll get them then.† â€Å"I say we find these Brahmans and force them to stop the whole festival.† â€Å"We'll just storm up to their temple and tell them to stop it?† â€Å"Yes.† â€Å"And they will.† â€Å"Yes.† â€Å"That's cute, Josh. Let's go find Rumi. I have a plan.†