Analysis of Irony and Coincidence in Suzhou River Essay

Analysis of Irony and Coincidence in Suzhou River - Essay Example Lou Ye departs drastically from other contemporaries of Beijing Film Academy, takes an abrupt swing from the downbeat realism that characterizes their works, and embarks on a mystical treatment of the theme. He employs irony and elements of coincidence in portraying the theme of love in a complex and obscure manner that makes the movie a mysterious enigma for the audience. The movie deals with the romance between Mardar and Moudan, as narrated by an unnamed videographer. Mardar, a motorcycle courier runs the errand of riding Moudan from her father’s residence to a relative’s place whenever the father wants to engage in his assignations. The girlish Moudan, young an adventurous, asks him to â€Å"drive like Schwarzenegger.† (Ye, Lou). The couple falls in love but tragedy strikes in their lives in the form of Mardar’s betrayal of her. Mardar is associated with the criminal underworld and is forced to kidnap Moudan on the instructions of the gang he belongs to, in order to extract money from her father. Moudan learns about Mardar’s deceit, and heartbroken, she jumps into Suzhou River and disappears. Mardar is arrested for complicity in the incident and sentenced to imprisonment. When he returns he meets Meimei, a look-alike of Moudan, who works as a night club performer, dressed up as a mermaid. Mardar believes she is M oudan, and wants to seduce her. The videographer who is obsessed with Moudan tries to drive Mardar out of town. Tragedy strikes again when the couple gets consumed the metaphorical river. The mystic play of love and obsession between Mardar and Moudan, and the videographer and Meimei, between Meimei and Mardar, further underline the complexity of love, makes it impossible for the viewer to exactly know whether Meimei is actually Moudan’s reincarnation or just Mardar’s illusion or whether Moudan’s story is real or just a fictitious one. Lou Ye uses irony to good effect in alluding to the complexity of

Distorted picture Essay Example for Free

Distorted picture Essay Some people regard science as the supreme form of knowledge, because science provides facts. People tend to see science as true, justified, reliable, precise and objective. However there is a significant difference between natural and social sciences. Natural sciences use the basic scientific method to find the facts about the world we live in, the natural events and processes that take place in our world. The basic scientific method or nai ve inductivism follows five stages which include observation, information, generalization, theory and explanation and prediction. However though the basic scientific method seems perfectly reliable, there may be some problems which could challenge science as the supreme form of knowledge. Social sciences study human behaviour, relationships and society. These are very subjective and very difficult to measure. The results can be distorted by the scientists because completely objective observation is even more difficult in natural sciences because seeing what you want to see gives a distorted picture. The famous philosopher David Hume (1711-1776) who was a very radical empiricist and sceptic was concerned with limits to knowledge. According to his theories science cannot give us accurate knowledge and thus should not have such a high status. The problems of natural sciences, basic scientific method and Humes theory of causation that challenges science as the supreme form of knowledge is going to be discussed further in this essay. The social sciences study human behaviour and their relationships. There are several fields of social sciences including anthropology, political science, psychology, sociology and economics. However it is important to note that human behaviour is so inconsistent and influenced by so many variables that it is impossible to measure it precisely. The problem lies also in the social scientists themselves because they are humans as well as the subjects of their attention. It is virtually impossible for them to give a completely objective observation. Firstly they are studying things that cant be measured in human behaviour such as concentration or motivation. Secondly there is the problem that if the subject of their study knows he or she is being watched, he or she can consciously or unconsciously behave in a different way than they would otherwise. Also if the person hears the prediction of the results of the experiments, they might deliberately behave in such a way either to fulfil it or not. That means that social scientists prediction can influence human behaviour. Simply being seen by the unhidden scientist distorts what is seen. Another problem of social scientists is that they see what they want to see. They cannot separate their wishes, what they want to see, from what they see in the reality. Therefore social sciences are very imprecise and unreliable. The natural sciences use the basic scientific method which contains five stages that help the scientists to come to a conclusion. Firstly, they observe through their senses a particular set of events, they record the observation that they have made and after that they make certain generalisations which form a theory. The theory helps to form prediction for the future. Natural sciences are regarded as much more reliable than social sciences because their theories can be tested more easily and the tests can be repeated several times under identical conditions. It is not so easy for the natural scientists to distort the results as for the social scientists. However, there are certain problems with this method that make it seem unreliable too. Firstly, it has to be mentioned that observation comes through our senses. Unfortunately, our senses can be quite easily deceived. It is impossible to make our senses completely objective. We often see what we believe we should see or what we want to see or our hearing can be again influenced by our belief or a wish. This means that we cannot trust our senses completely. Secondly, science as an activity that is supposed to be detached from emotional content, however the scientists doing the experiments and the observations are humans an they cannot detach from their nature. Simply they can observe things that they want to observe because of many reasons such as political, financial, practical and also personal motives. And thirdly there is the problem of the observational statement which means that the scientists have to put their observations into words, which can influence the effect that the observation makes on people. Then there is the problem of the way we treat and use our knowledge. The process of inductive reasoning that we use in our everyday life follows this pattern: the experience or the observation comes first and based on it a prediction for the future or a general statement is made. There is a big strength about this way of reasoning. Firstly, science is based on this kind of reasoning and most of the people regard science as the supreme form of knowledge. Secondly it is quite obvious that the human race couldnt function without inductive reasoning because most or even all of our thinking processes follow the rules of inductive reasoning. If inductive reasoning was wrong, then human beings couldnt be classed as rational beings. However, there are weaknesses in this inductive reasoning that really raise doubts about human beings as rational beings. It is important to see that there is no necessary connection between the past and the future and also that the observation made could have been mistaken. The unconnected past and future can be very well expressed in Bertrand Russellstory about an inductivist turkey1. This story explains that we cannot make predictions or statements based on our past experience and observations because they are absolutely independent from what will happen in the future. This flaw of inductive reasoning seriously challenges the knowledge obtained through science because science is based on past observations. But if inductive reasoning is really wrong then science is based on very uncertain grounds. The philosopher David Hume created a theory which challenged the idea of causation. Causation means one event causing another, But can we really say that one event caused another? Usually when we see event A and then event B which followed event A, we tend to say that event B was caused by event A. But actually we observed just event A followed by event B, we didnt observe the cause the link between A and B. So to say that event B happened because of event A is not the same as to say that event A happened and then event B happened. We never experience the cause. An example can be day followed by night. In the past, the day was always followed by night and yet the day is not the cause of night. Day and night are both caused by something else (rotation of the earth on its axis as it goes around the Sun). So the connection between these two things can be invariant without either of them being the cause of the other. If this all is right, then science is again put into a very strange position and it seems to be based on very uncertain foundations and we can never talk about anything with absolute certainty. According to Hume, just the reason that we believe that the sun will rise every morning is based on our past experience and though it may be true that the sun has risen every morning of our lives, this is not enough evidence to guarantee the truth of the thesis that the sun will always rise. In social sciences the major problem is the inconsistency of human behaviour. If people regard social sciences as the supreme form of knowledge, they misunderstand the way social sciences work. It is impossible to rely completely on social sciences because there are too many variables that can influence the results. However if people regard natural sciences as the supreme form of knowledge, they misunderstand knowledge very much because there are so many problems and mistakes in human reasoning and the way they process information and deduce conclusions from information that was processed in a wrong way or was inadequate to support the conclusion. This theory can be very much supported by the theory of David Hume, a famous philosopher, who challenged science very much by his laws of causation. 1The turkey found that, on his first morning at the turkey farm, that he was fed at 9 a. m. Being a good inductivist turkey he did not jump to conclusions. He waited until he collected a large number of observations that he was fed at 9 a. m. and made these observations under a wide range of circumstances, on Wednesdays, on Thursdays, on cold days, on warm days. Each day he added another observation statement to his list. Finally he was satisfied that he had collected a number of observation statements to inductively infer that I am always fed at 9 a. m. However on the morning of Christmas eve he was not fed but instead had his throat cut. http://marr. bsee. swin. edu. au/~dtl/het704/lecture3/logfals/node6. html, 20th September 2004

Theories of How Individuals Interact in Groups in HSC

Theories of How Individuals Interact in Groups in HSC 2.1 Write an assay explaining theories of how individuals interact in groups, particularly applying them to teams that work in your Health and Social Care setting. The relationship between classical Grounded Theory (Glaser, 1978; Glaser Strauss, 1967) and the interpretive tradition of Symbolic Interactionism is strong and historical. Although this relationship has been discussed in previous publications as a given limited literature has explained the connections between their silent assumptions and concepts precisely and thoroughly (Chenitz Swanson, 1986; Crotty, 1998; Speziale Carpenter, 2007). Bruce Tuckman (1965) developed a 4-stage model of group development, this is his theory on how Health and Social Care professionals should be working effectively in managing human resources. The four stages of his theories are; Forming, Storming, Norming and Performing and also added a fifth stage of model to group development after 10 years which is Adjourning. The fifth model is when a professional breaks the knot and leaves the group without informing anyone. Forming: The group comes together and gets to initially know one other and form as a group. Forming is when a new set of Health and Social Care professionals are introducing one another by communicating and interacting in a group. They exchange information and set a target to be met as successful team work. The manager will need to set a clear guild to the Health and Social Care workers and it must be followed effectively so the colleagues avoid any misbehaviours and prevent from problems arising between each other in a team work. Forming is where a big group of Health and Social Care professionals are depending on one particular individual whom is a team leader or their role model, this person will have a huge responsibility in guiding the group of Health and Social Care professional to the right path in their carer to pass their activities. An agreement on team aims other than received from team leader. In this team individuals are not certain of their own role or responsibilities as they are all depending on one person who is the team leader. The team leader has skills and knowledge and must be willing to answer all the questions about the team purpose, activities and external relationships. Individuals test tolerance of system and leader directs to telling mode as he is in charge of the team and tells everyone to do what he wishes. Storming: A chaotic vying for leadership trialling of group processes. Storming is when a group of members dont agree with each others decisions, team members attempt to establish themselves in relation to another member in the team or team leader, who might receive challenging behaviour from a team member in disagreeing with decisions made. At this stage issues are developed over members having their own views rather than a whole team agreeing to one point of view. A team will only have conflict rising when they are not working effectively and the team leader is managing the group following the guild lines.   The improvement guide: a practical approach to enhancing organizational performance (GJ Langley, RD Moen, KM Nolan, TW Nolanà ¢Ã¢â€š ¬Ã‚ ¦ 2009 books.google.com). Norming: Eventually an agreement is reached on how the group operates (norming) The third step, norming, is where the team members fall into agreement over the solutions for their team. In this step, the team members are able to talk openly about their opinions and have the ability to adjust their behaviour to avoid conflict. The team members agree on the teams values, rules, professional behaviour and methods of work (Armstrong, 2006). Performing: The group practices its craft and becomes effective in meeting its objectives. The final step, performing, is where the team fully understands, co-operates and supports one another, thereby working as a single unit rather than individuals. Teams that have reached this step display high levels of motivation, knowledge, competence and autonomy (Armstrong, 2006) Adjourning: The process of without informing the group, that is, letting go of the group structure and moving on. This is the fifth and last step Bruce Tuckman (1965) developed which breaks the team apart without any signals showing. References Aldiabat, Khaldoun M; Le Navenec, Carole-Lynne. The Qualitative Report; Fort Lauderdale16.4 (Jul 2011): 1063-1080. http://search.proquest.com/openview/55df192e1247c417cbc00ba1b141ca1d/1?pq-origsite=gscholarcbl=55152 http://www.tandfonline.com/doi/abs/10.1080/01933928808411771?src=recsys

Creating Tension and Presenting the Themes in A View from the Bridge Es

Creating Tension and Presenting the Themes in A View from the Bridge Miller uses the climax of act 1 to create tension for the audience through the acting and the situation the characters are in, and to present the key themes of the play to the audience. Firstly, he uses dramatic irony to give the audience an insight into how the story is going to end, which creates frustration and tension for them, as although they can see how the story is developing, the characters can’t, this ties in with the theme of a Greek tragedy where there is a predestined conclusion. He uses the fact that in the 1950’s and especially in dockside and urban households, masculinity and being the ‘man of the house’ was a huge part of family life. He combines this with Eddies desire to control and obsession with authority, to put the audience on a knife-edge, as to when one of the characters will lose control and lash out. Miller also expands on the situation of relationships in the play, both within the family, and outside. This ties in with Eddie’s apparently incestuous feelings for Catherine, and this creates suspense and tension throughout the audience, as they don’t know what is going to happen about it. Stage Directions, play a large part of ‘A View From The Bridge’, as they give it the final touches which create tension for both the characters and the audience, they help show what a character is feeling, which allows the audience to empathize with the character, making it all the more believable and therefore creating more tension as they want to know what will happen. Alfieri’s monologue is also a main contributing factor to the tension, which slowly builds throughout the entire scene. The audience share Alfieri’s perspectiv... ...the play, just over there to send money home, but now it seems like he is taking an active part, and defending Rodolfo against Eddies slanderous onslaught. In conclusion, I feel that Arthur Miller creates tension in the climax to Act 1 in â€Å"A View From The Bridge,† in many different ways. These include the exploration and presentation of many of the key themes that Miller has sewn throughout the play, comprising mainly of: masculinity, incest, Greek tragedy, jealousy, pride and obsession. He uses surprise, and a ‘factor of the unknown’ to keep the audience in suspense as to when Eddie will lose control, but never in doubt to the fact that he will. All in all Miller uses a variety of techniques and themes to create tension for the audience and keep them in suspense for the whole play, and successfully draws on this to build huge climaxes at many points.

Alfredo Jaar

The findings in this paper are based on an art publication article â€Å"Images of inclusion – installation art by Alfredo Jaar† which is written by Richard Vine. Alfredo Jaar is one of the uncompromising artists today. He is a film maker, artists and architect.He was born in Santiago, Chile in 1956 but he is currently working and living in New York. Alfredo was trained in film, photography, installations and community based projects. He is able to present events such as political corruption, military conflicts and imbalances of power in developing and industrialized nations in for of art. In his work it includes incidences of toxic pollution in Nigeria, genocide in Rwanda, boarder conflicts of United States and Mexico and Gold mining inBrazil. His work Awards and ExhibitionsAlfredo Jaar is an award winner of many art awards which includes John Simon Guggenheim Memorial foundation in 1985, MacArthur Foundation Award in 2000, in 1987 he worn two awards fellowships from n ational endowment for the Art and Louis Comfort Tiffany Foundation Award.His work has been shown all over the world he has attended numerous exhibitions and the most renown once are in 1992 he attended to three exhibitions in new museum of contemporary art in New York, whitechapel in London and Museum of contemporary art at Chicago.   Alfredo Jaar Art is able to address highly controversial issues and be able to convey moral convictions without violating the honesty of the concept.He does it without misrepresenting the facts or the motive of the case. In most of the art which he has worked on his anger and sympathy is evident on how it is manifested. He ensures that he resist on any propaganda even in the most partisan pieces. In Jaar exhibition has a sense of beauty and professionalism his arts are attractive and has fur reaching effects on human relations especially on political and the differences of the developing and developed country.He has worked on highly politicized topic s which mostly addressed the issues of politics which are done without principles which mostly bring division and bad governance. All over the world cases of politics without principals attracts a lot interest in the public and other nations. So his advancement to present such an event in form of art people is able to relate to it.He also addresses issues of those who gain wealth without toiling and those who practice commercial activities without moral responsibility such as the pyramid schemes. His art also addresses those who gain knowledge without virtues and those who advance to scientific ventures with less considerations well its negative effects to humanity. The most prominent once are arts in commemorations of American civil movement of the early 1960’s; illegal Mexican immigrants into United States and none mechanized gold mining in Brazil.

Backsourcing Pain

When an individual from the United States nowadays calls the customer support center of a business organization, chances are the customer support representative is one who resides another country. Globalization has opened opportunities for businesses to outsource their IT and customer relations department to other countries, usually in Asia. Although offshore outsourcing is a relatively recent trend, companies outsourcing their IT needs to other countries in the United States have been going on for a very long time. Such was the case of JP Morgan Chase.This paper would provide a brief summary on the outsourcing venture with IBM in 2002 as well as the reasons for the premature termination of the venture between the two companies and whether the company’s decision was in full diligence in terms of the agreement between the two companies. It would also discuss the pros and cons of bringing back IT functions of JP Morgan Chase which were outsourced to IBM. Definition of Backsourci ng In order to full comprehend the decision of JP Morgan to backsource their IT functions, the definition and process of backsourcing should be first discussed.Companies have begun to look into outsourcing their Customer Relations and IT functions to other companies in order to acquire high quality services while cutting back expenses that the company would have to deal with if these were done in-house. However, once these operations are outsourced, it becomes more difficult to monitor the quality of service being provided. Because of this, many companies have decided to bring back these operations in-house through a process they have called â€Å"backsourcing† (Overby, 2005b; Tadelis, 2007).While this process may be the ideal choice for many companies who are unsatisfied with the services provided by the outsourcing company, many companies would rather choose to work thing out with the outsourcing companies as opposed to backsourcing the operations that have been originally outsourced because of the expenses that concur along with backsourcing so much so that out of the 70% of executives that have stated their disappointment in the quality of service being provided by outsourcing companies, only 25% of them have decided to backsource the operations that have been originally outsourced to other companies.These expenses include the reestablishment of all of its own systems, employees and operating procedures in order to realign these with the corporate structure and strategies of the company (Overby, 2005a). Backsourcing Endeavor of JP Morgan Chase Stephanie Overby’s (2005a) article â€Å"Outsourcing – and Backsourcing – at JP Morgan Chase† provides a look into the events surrounding the decision of the senior executives of JP Morgan Chase to outsource and ultimately backsource their IT functions to IBM.Since 2001, news started to circulate among the employees of JP Morgan Chase that the company was looking into outsourcing mo st of its IT functions to IBM. The venture was announced through a press release on December 20, 2002. The venture was to last seven years and had cost JP Morgan Chase $5 billion. In the contract between the two companies, IBM was to handle the data centers, helpdesks, distributed computing and data and voice networks of JP Morgan Chase. Thomas B.Ketchum stated in the press release that the venture would create an environment that will promote efficient growth of the company, acceleration of the innovation of the technology used of JP Morgan Chase, increase the service quality provided to the shareholders and customers of JP Morgan Chase and provide career opportunities for the employees of the IT department of JP Morgan Chase while reducing the expenses that the company would otherwise have to face (Overby, 2005a). Unfortunately, this was not the case.Many employees of JP Morgan Chase have stated that once the venture was underway, they had to first be re-interviewed by the executi ves of IBM for the same position that they were employed in prior to the outsourcing of the IT functions to IBM by JP Morgan Chase. Many of the employees have been laid off as a result. Those who were retained experienced salary cuts of as much as 20% (Overby, 2005a). On September 15, 2004, JP Morgan Chase had announced through a press release that they were prematurely ending their outsourcing venture with IBM.Austin Adams, CIO of JP Morgan Chase, stated in the press release that the decision was reached after the senior executives of the company believed that managing their own IT functions was the best options for the company in order to attain its long term goals since it would provide competitive advantages and more efficiency in the level of service being provided. Another reason for the decision was the completion of the merger between JP Morgan Chase and Bank One which was finalized on July 1, 2004.Because Bank One had previous experiences in backsourcing their own IT functi ons, the merger between Bank One and JP Morgan Chase would ensure a smoother backsourcing transition (Overby, 2005a). Diligence of JP Morgan Chase’s Backsourcing Just like all backsourcing projects of different companies, many analysts have viewed that the outsourcing and subsequent backsourcing of the company’s IT functions were both costly and challenging despite its senior executive being noted to state that the transitions were smooth.This was supported by the lack of diligence the senior executives placed on the morale and security of its employees as well as its selection of the outsourcing company (Overby, 2005a). In the past three years, IBM has made a mark in being an outsourcing company so much so that the company’s outsourcing activities, handled by IBM Global Services, was accountable in increasing IBM’s revenues from $36. 3 billion to $46. 2 billion between 2002 and 2004.During the time that JP Morgan Chase entered in an outsourcing venture w ith IBM, IBM has already been handling the outsourcing services of many multibillion dollar companies which included American Express, Deutsche Bank and Michelin. This impressive clientele would initially make any company looking into outsourcing their IT functions make IBM a viable choice (Overby, 2005a). However, the senior executives of JP Morgan Chase have failed to look more closely into the quality of service and performance provided by IBM to its outsourcing clients by doing more background research.Many financial experts including Schonenbach and Dane Anderson, program director of Meta Group, have actually noted that while IBM may continuously be catering to multibillion dollar companies, the most recent deals closed by the company have been significantly smaller and only lasting for a short period of time. This sudden shift on the contracts and deals closed by IBM resulted in the fact that multi-billion dollar deals are initially not lucrative on the part of the outsourcing companies.Hence, they would try to compensate for their losses by charging their clients for services which they would consider to be not included in the original contract signs. Oftentimes, the corporate clients would resist in paying for these added services and improvements in spite of them agreeing that these are necessary, severely hampering the IT functions needed by the corporate client (Overby, 2005a).Another shortcoming committed by JP Morgan Chase when deciding the outsourcing company they selected was to take into consideration of the experience of Bank One with IBM when they outsourced their IT functions that caused them to pull out their IT functions and return the operations in-house a few years prior to the completion of the merger between the two banks. In their experience, Bank One viewed that outsourcing their IT functions to IBM caused a stagnation of their entire IT staff.Once the venture between Bank One and IBM, the venture failed to meet the bank’s goa l to provide a competitive advantage as far as technology was concerned because the technology used was not updated during the venture and new projects were not looked into. Bank One also noticed that there were a number of things that were some things that were not accomplished as a result of the vagueness of the contract between the two companies. This provided a loophole for IBM to charge for services that were not previously done by the bank when the IT functions were still in-house.As a result, these additional services were not completed unless Bank One would pay more. One example of this was the need to add or remove user of a particular account, this would mean that the IT department would need to update all 1,500 servers being used by for the needs of the company manually. Although a Tivoli module was introduced that could allow the updating of the banks databases and servers faster and more efficiently, this was never implemented by IBM since Bank One refused to pay for th e additional costs that IBM was charging them for this module (Overby, 2005a).As a result of the failure of the executives of JP Morgan Chase to look more closely into these factors, the company not only experienced the same challenges that Bank One faced when it outsourced its IT functions to IBM, but also experienced a decrease in the morale of their employees as well as their level of trust towards the company. Employees no longer believe in anything that the senior executives would say or do (Overby, 2005a).Moreover, the executives failed to take into consideration the work and effort that would be needed in the backsourcing process. Jeff Kaplan, senior consultant with the Cutter Consortium’s Sourcing and Vendor Relationship Advisory Services and the managing director of ThinkStrategies, stated that there were seven steps that every company who is considering to backsource IT functions that have been outsourced to another company must take in order to ensure a smooth tran sition in bringing back the IT functions in-house.Among these steps, Kaplan mentioned that the company must first establish a schedule and plan for the backsourcing process which should include provisions in order to ensure that the outsourcing company would be able to support the client until such time that it is able to reassume complete control of its operations. The company must also be able to determine the staff rearrangement and responsibilities at the soonest possible time in order to minimize the decrease in the productivity and morale of the employees (Overby, 2005b).Unfortunately, this was not the case as clearly seen in the problems that JP Morgan Chase had to face during the backsourcing process. During the period when IBM handled the outsourced IT functions of JP Morgan Chase, employees were unable to get their jobs done because they did not feel that they were secure in their respective positions regardless on whether they were permanent employees of JP Morgan Chase o r contractual.Because they were unsure on whether they would be relocated to IBM, retained in JP Morgan Chase or laid off altogether, employees began to become hesitant in committing to new projects, resulting to JP Morgan Chase’s revenue to decline. More and more of the ongoing projects of JP Morgan had begun to also slow down in terms of its development and completion, causing an increase in the pent-up demands for IT services (Overby, 2005a). Things did not improve during when the backsourcing process was underway.JP Morgan Chase now had to reverse all the reorganization done in order to support its IT function. This caused disruptions in the normal operations of the company because both managers and staff members to re-establish the systems and operating procedures back into the company. On top of this, JP Morgan Chase had just completed a merger with Bank One. This resulted to a re-shuffling of the employees of the two companies based on the different staffing levels, cu rrent skills, budget and working assignments.In the end, more employees were laid off and more projects piled up (Overby, 2005b). Key Lessons from JP Morgan Chase’s Outsourcing Venture The decision to backsource or to switch vendors is becoming increasingly common as firms vie for ways to continue to IT costs and improve IT service levels (Whitten & Leidner, 2006). The outsourcing venture and subsequent backsourcing of the IT functions of JP Morgan Chase provides companies who are looking into outsourcing their own IT functions to other companies whether within the United States or overseas.While it is true that in the long run, outsourcing IT functions are able to minimize the expenses that a company would otherwise incur should the IT function remain in-house, companies should understand that these does not happen immediately. As such, executives of the company should first perform an operations audit and needs assessment in order to evaluate and weigh whether outsourcing t heir IT functions is indeed the most viable venture that the company should invest in. Indeed, deciding hastily on an outsourcing venture expected on instant improvements would lead to higher unit costs in the long run (Hummerston, 2007).Another lesson that could be gathered from the case of JP Morgan Chase is the amount of diligence that executives should put into with regard to the contract between the client and the outsourcing company in order to ensure that not only both parties would benefit from the venture, but would ensure that the client would be able to terminate the contract and regain control of the venture in the event that after careful evaluation, the outsourcing venture is not meeting up with the expectations of the client.While it can be assumed that JP Morgan Chase had ensured that there were such provisions allocated in the contract that they have signed with IBM regarding their outsourcing venture, the experiences and challenges JP Morgan Chase had to overcome d uring the short period of time that IBM handled its IT responsibilities.Aside from experiencing similar instances that had occurred with Bank One, many employees of JP Morgan Chase have stated that the situation between JP Morgan Chase and IBM was so dire that even the most trivial everyday activities were not accomplished because of contract obligations, which included the restocking of office supplies that are needed such as batteries for pagers, and reams of bond paper (Overby, 2005a; Overby 2005b).Ironically, the best time to think about backsourcing a company’s IT function is during the period when the company is just considering in outsourcing its IT functions. The reason for this is for the company to ensure that the expenses and the time to be allotted in both the outsourcing and backsourcing would not have an adverse effect not just on the morale and level of trust the employees of the company have, but also the overall productivity and financial standing of the comp any (Overby, 2005b).