Monday, December 30, 2019

Slavery Is A Fundamental Part Of American History

Velasco, Victor R/ST 302 Question #1 Slavery is a fundamental part of American history and this country would not be where it is if it were not for the importation of the African American people, albeit against their wills this was a cornerstone of our country. Slavery is defined as a relationship in which absolute power and control is exerted over an individual’s life effectively leaving them with no liberty or much chance at a life of freedom as American citizens. Slavery overall cannot be attributed to being a good thing, at all really but it has existed in one-way or another around the word. African Americans are easily able to identify with the experiences that that Hebrew slaves have gone through but on a much extremer scale. There†¦show more content†¦Ancient Israelite people actually permitted slavery, although entire domination of one human being by another (as the Israelites agonized under Egyptian rule) was simply not allowed. Slavery in ancient times among the Israelites was really rather cl oser to what would later be called indentured servitude as slaves were often times seen as a vital part of a Hebrew household. There were actual circumstances where the stability of enslavement under a family in which the slave was well treated, as opposed to being treated with little to no respect would have been more inclined to attain economic freedom. It is difficult for researchers to count the number of slaves that were retained by Hebrews in ancient Israelite culture, or exactly what percentage of households actually held slaves, but it is possible to examine the social, legal, and economic effects of slavery. Examining select passages from the Bible in Hebrew, we see usage of the word â€Å"avadeem† although Avadeem is not the actual term for slave; it is the word for â€Å"worker† or the much more fitting term which is servant. The fact of the matter is that the Israelites in Egypt were not really slaves but so much as they were unwilling servants but then again that is in the same vein as slavery. Seeing as how they were not treated as severely and their culture remained intact which is in stark contrast to

Sunday, December 22, 2019

Genetic And Genomic Nursing Assessment - 1167 Words

Genetic Family History Assessment The purpose of this paper is to complete a Genetic and Genomic Nursing Assessment to analyze family genetic health risks. Genomics is the study of genes in the human genome and their interactions with each other and the environment and genetics is the study of individual genes and their effect on clinical disorders (Kaakinen, Coehlo, Steele, Tabacco, Hanson, 2015). Nurses should be able to perform an assessment of a family s genetic health risks by using a three-generation family pedigree to obtain information regarding possible genetic inheritance pattern and recurrence risks. The family chosen for this paper has a history of chromosome balanced and unbalanced translocation. A balanced translocation is a chromosomal abnormality that if unbalanced (too much or too little genetic material) can lead to infertility, multiple miscarriages, or a child with congenital abnormalities, developmental issues, etc. A balanced translocation does not have a straightforward inheritance patte rn. It depends on the chromosomes involved, if the carrier is a male versus female and how much genetic material is involved in the translocation itself. Family Members, Health and Reproductive History The first step was assessing a family history is to identify a three generation family pedigree which identified the genetic risk of chromosomal balanced translocation. Assessing the family health history is the best way to improve medical adherence prior toShow MoreRelatedEthical Issues of Importance to Nurses Essay1417 Words   |  6 Pagestreatment. Genetic research is defined as a new approach to a better understanding of the genetic components of common diseases: Cancer, diabetes, stroke, and creating new gene-based technologies for screening, prevention, diagnosis, and treatment of both rare and common diseases. Nurses are a main aspect within the first line of care, and therefore will contribute fully in genetic-based and genomic-based practice activities such as collecting family history, obtaining informed consent for genetic testingRead MoreI Am Working As A Family Health Nurse And Counseling A Married Couple Essay1054 Words   |  5 PagesWhen caring for families who ne ed genetic counseling, it’s essential that the nurse understands and considers the family’s values, background, beliefs and behaviors. This information is valuable when setting mutual goals, developing care plans and choosing interventions (Andrews and Boyle, 2016). In this post I will imagine that I am working as a family health nurse and counseling a married couple who are seeking my advice because they are both carriers for Huntington’s disease. As a nurse it’sRead MoreFamily Health History Is A Powerful Tool For Screening Patients915 Words   |  4 Pageswill complete a Genetic/Genomic Nursing Assessment on my friend and her family. I will discuss three generations of family members, identify health issues, and genetic traits. This report will contain the family’s ethnic background, reproductive history, and any growth and development variations. To further expand on this information I will evaluate my friend’s understanding, as well as her family, of their genetic health risks, identify health risk problems, and include nursing interventions. WhileRead MoreA Study On Polycystic Kidney Disease ( Pkd )3218 Words   |  13 PagesPolycystic Kidney Disease (PKD) is a genetic disorder primarily affecting the kidneys. It is characterized by growth of numerous cysts on the kidneys (McPhee, Papadakis Rabow, 2014). The kidneys primary job is to filter the waste products from the blood into urine and ultimately out of the body. The cysts are primarily fluid filled and when they become enlarged, they interfere the normal functioning of the kidneys, leading to enlarged kidney (McPhee et al., 2014). When the enlarged kidney stopsRead MoreWhat Culture And How Their Culture Affects Their Healthcare1216 Words   |  5 PagesSlovenian, German, Catholic individual. However, the main culture I identify with is the nursing culture. It’s essential we as nurses, focus on holistic care. This assignment assisted me in co mpleting that; as I was able to learn about my patient’s background and the culture that they grew up in. 2. What are the culture(s) your patient identifies with, and specifically which one(s) will you focus on in this assessment? My patient identifies with multiple cultures such as being Christian, family orientatedRead MoreThe Common And Fatal Genetic Disease3665 Words   |  15 PagesCystic Fibrosis (CF) is the most common and fatal genetic disease currently in the United States, affecting roughly 30,000 Americans each year (National Human Genome Research Institute, 2013). CF is an autosomal inherited disease that adversely affects the mucus and it’s production throughout the entire body. Mucus is normally a slippery substance that lubricates and protects vital organs and body systems including the lining of airways, reproductive system and digestive systems. Patients who areRead MoreHypertension And High Blood Pressure1703 Words   |  7 Pageshypertension can be chronic renal failure, stroke due to hemorrhage, loss of vision, or congestive heart failure. Lifespan may be considerably shorter, particularly in men, when hypertension is not controlled. Genomic Issues Essential hypertension is a result of the interplay of a number of genetic, environmental, and lifestyle issues. Hypertension is more common among individuals whose parents or other close family members have hypertension. In these individuals, diminished ability to excrete excessiveRead MoreA Research On The Family History Public Health Initiative1643 Words   |  7 PagesCurrent research activities related to concepts 1. Health History In 2002 the CDC launched the Family History Public Health Initiative, based on the notion that family history although a simple and inexpensive form of genetic assessment is an under used but effective tool for identifying patients risks. It has long been taught as one of the core foundations of the medical interview, yet over the years these skills have been lost or overwhelmed by the pressures and time constraints of day to day practiceRead MoreHealth Inequalities : An Individual s Social And Economic Environments Essay2052 Words   |  9 Pagesfactors can have an effect on health (Marmot and Bell, 2012). When an individual lives in a social context where he or she receives care and support from other people, then there is less stress in dealing with issues that arise (Royal College of Nursing, 2007). On the other hand, when there are increased social pressures that can result in abuse, isolation, or overwork in the home or outside of the home, then the ability of the individual t o deal with the challenges that they face will continue toRead MoreCurrent Trends in Nursing Research2280 Words   |  10 PagesISSUES OF NURSING | Current Trend in Nursing Research What is research? Focused on uncovering new knowledge to help understand phenomena, answer questions, or address problems, Goal directed, A systematic process of inquiry. Research means â€Å"to search again or carefully examine† (Langford 2001). â€Å"A systematic study of problems in patient care.†Ã‚   Abdellah: â€Å"A systematic detailed attempt to discover or confirm facts that relate to a specific problem to improve the practice and profession of nursing.† Polit

Saturday, December 14, 2019

A Dirty Job Chapter 1 Free Essays

This book is dedicated to Patricia Moss, who was as generous in sharing her death as she was in sharing her life. AND To hospice workers and volunteers all over the world. PART ONE THE SORRY BUSINESS What you seek, you shall never find. We will write a custom essay sample on A Dirty Job Chapter 1 or any similar topic only for you Order Now For when the Gods made man, They kept immortality for themselves. Fill your belly. Day and night make merry, Let Days be full of joy. Love the child that holds your hand. Let your wife delight in your embrace. For these alone are the concerns of man. – The Epic of Gilgamesh 1 BECAUSE I COULD NOT STOP FOR DEATH – HE KINDLY STOPPED FOR ME – Charlie Asher walked the earth like an ant walks on the surface of water, as if the slightest misstep might send him plummeting through the surface to be sucked to the depths below. Blessed with the Beta Male imagination, he spent much of his life squinting into the future so he might spot ways in which the world was conspiring to kill him – him; his wife, Rachel; and now, newborn Sophie. But despite his attention, his paranoia, his ceaseless fretting from the moment Rachel peed a blue stripe on the pregnancy stick to the time they wheeled her into recovery at St. Francis Memorial, Death slipped in. â€Å"She’s not breathing,† Charlie said. â€Å"She’s breathing fine,† Rachel said, patting the baby’s back. â€Å"Do you want to hold her?† Charlie had held baby Sophie for a few seconds earlier in the day, and had handed her quickly to a nurse insisting that someone more qualified than he do some finger and toe counting. He’d done it twice and kept coming up with twenty-one. â€Å"They act like that’s all there is to it. Like if the kid has the minimum ten fingers and ten toes it’s all going to be fine. What if there are extras? Huh? Extra-credit fingers? What if the kid has a tail?† (Charlie was sure he’d spotted a tail in the six-month sonogram. Umbilical indeed! He’d kept a hard copy.) â€Å"She doesn’t have a tail, Mr. Asher,† the nurse explained. â€Å"And it’s ten and ten, we’ve all checked. Perhaps you should go home and get some rest.† â€Å"I’ll still love her, even with her extra finger.† â€Å"She’s perfectly normal.† â€Å"Or toe.† â€Å"We really do know what we’re doing, Mr. Asher. She’s a beautiful, healthy baby girl.† â€Å"Or a tail.† The nurse sighed. She was short, wide, and had a tattoo of a snake up her right calf that showed through her white nurse stockings. She spent four hours of every workday massaging preemie babies, her hands threaded through ports in a Lucite incubator, like she was handling a radioactive spark in there. She talked to them, coaxed them, told them how special they were, and felt their hearts fluttering in chests no bigger than a balled-up pair of sweat socks. She cried over every one, and believed that her tears and touch poured a bit of her own life into the tiny bodies, which was just fine with her. She could spare it. She had been a neonatal nurse for twenty years and had never so much as raised her voice to a new father. â€Å"There’s no goddamn tail, you doofus! Look!† She pulled down the blanket and aimed baby Sophie’s bottom at him like she might unleash a fusillade of weapons-grade poopage such as the guileless Beta Male had never seen. Charlie jumped back – a lean and nimble thirty, he was – then, once he realized that the baby wasn’t loaded, he straightened the lapels on his tweed jacket in a gesture of righteous indignation. â€Å"You could have removed her tail in the delivery room and we’d never know.† He didn’t know. He’d been asked to leave the delivery room, first by the ob-gyn and finally by Rachel. (â€Å"Him or me,† Rachel said. â€Å"One of us has to go.†) In Rachel’s room, Charlie said: â€Å"If they removed her tail, I want it. She’ll want it when she gets older.† â€Å"Sophie, your Papa isn’t really insane. He just hasn’t slept for a couple of days.† â€Å"She’s looking at me,† Charlie said. â€Å"She’s looking at me like I blew her college money at the track and now she’s going to have to turn tricks to get her MBA.† Rachel took his hand. â€Å"Honey, I don’t think her eyes can even focus this early, and besides, she’s a little young to start worrying about her turning tricks to get her MFA.† â€Å"MBA,† Charlie corrected. â€Å"They start very young these days. By the time I figure out how to get to the track, she could be old enough. God, your parents are going to hate me.† â€Å"And that would be different how?† â€Å"New reasons, that’s how. Now I’ve made their granddaughter a shiksa.† â€Å"She’s not a shiksa, Charlie. We’ve been through this. She’s my daughter, so she’s as Jewish as I am.† Charlie went down on one knee next to the bed and took one of Sophie’s tiny hands between his fingers. â€Å"Daddy’s sorry he made you a shiksa.† He put his head down, buried his face in the crook where the baby met Rachel’s side. Rachel traced his hairline with her fingernail, describing a tight U-turn around his narrow forehead. â€Å"You need to go home and get some sleep.† Charlie mumbled something into the covers. When he looked up there were tears in his eyes. â€Å"She feels warm.† â€Å"She is warm. She’s supposed to be. It’s a mammal thing. Goes with the breast-feeding. Why are you crying?† â€Å"You guys are so beautiful.† He began arranging Rachel’s dark hair across the pillow, brought a long lock down over Sophie’s head, and started styling it into a baby hairpiece. â€Å"It will be okay if she can’t grow hair. There was that angry Irish singer who didn’t have any hair and she was attractive. If we had her tail we could transplant plugs from that.† â€Å"Charlie! Go home!† â€Å"Your parents will blame me. Their bald shiksa granddaughter turning tricks and getting a business degree – it will be all my fault.† Rachel grabbed the buzzer from the blanket and held it up like it was wired to a bomb. â€Å"Charlie, if you don’t go home and get some sleep right now, I swear I’ll buzz the nurse and have her throw you out.† She sounded stern, but she was smiling. Charlie liked looking at her smile, always had; it felt like approval and permission at the same time. Permission to be Charlie Asher. â€Å"Okay, I’ll go.† He reached to feel her forehead. â€Å"Do you have a fever? You look tired.† â€Å"I just gave birth, you squirrel!† â€Å"I’m just concerned about you.† He was not a squirrel. She was blaming him for Sophie’s tail, that’s why she’d said squirrel, and not doofus like everyone else. â€Å"Sweetie, go. Now. So I can get some rest.† Charlie fluffed her pillows, checked her water pitcher, tucked in the blankets, kissed her forehead, kissed the baby’s head, fluffed the baby, then started to rearrange the flowers that his mother had sent, moving the big stargazer lily in the front, accenting it with a spray of baby’s breath – â€Å"Charlie!† â€Å"I’m going. Jeez.† He checked the room, one last time, then backed toward the door. â€Å"Can I bring you anything from home?† â€Å"I’ll be fine. The ready kit you packed covered everything, I think. In fact, I may not even need the fire extinguisher.† â€Å"Better to have it and not need it, than to need it – â€Å" â€Å"Go! I’ll get some rest, the doctor will check Sophie out, and we’ll take her home in the morning.† â€Å"That seems soon.† â€Å"It’s standard.† â€Å"Should I bring more propane for the camp stove?† â€Å"We’ll try to make it last.† â€Å"But – â€Å" Rachel held up the buzzer, as if her demands were not met, the consequences could be dire. â€Å"Love you,† she said. â€Å"Love you, too,† Charlie said. â€Å"Both of you.† â€Å"Bye, Daddy.† Rachel puppeted Sophie’s little hand in a wave. Charlie felt a lump rising in his throat. No one had ever called him Daddy before, not even a puppet. (He had once asked Rachel, â€Å"Who’s your daddy?† during sex, to which she had replied, â€Å"Saul Goldstein,† thus rendering him impotent for a week and raising all kinds of issues that he didn’t really like to think about.) He backed out of the room, palming the door shut as he went, then headed down the hall and past the desk where the neonatal nurse with the snake tattoo gave him a sideways smile as he went by. Charlie drove a six-year-old minivan that he’d inherited from his father, along with the thrift store and the building that housed it. The minivan always smelled faintly of dust, mothballs, and body odor, despite a forest of smell-good Christmas trees that Charlie had hung from every hook, knob, and protrusion. He opened the car door and the odor of the unwanted – the wares of the thrift-store owner – washed over him. Before he even had the key in the ignition, he noticed the Sarah McLachlan CD lying on the passenger seat. Well, Rachel was going to miss that. It was her favorite CD and there she was, recovering without it, and he could not have that. Charlie grabbed the CD, locked the van, and headed back up to Rachel’s room. To his relief, the nurse had stepped away from the desk so he didn’t have to endure her frosty stare of accusation, or what he guessed would be her frosty stare of accusation. He’d mentally prepared a short speech about how being a good husband and father included anticipating the wants and needs of his wife and that included bringing her music – well, he could use the speech on the way out if she gave him the frosty stare. He opened the door to Rachel’s room slowly so as not to startle her – anticipating her warm smile of disapproval, but instead she appeared to be asleep and there was a very tall black man dressed in mint green standing next to her bed. â€Å"What are you doing here?† The man in mint green turned, startled. â€Å"You can see me?† He gestured to his chocolate-brown tie, and Charlie was reminded, just for a second, of those thin mints they put on the pillow in nicer hotels. â€Å"Of course I can see you. What are you doing here?† Charlie moved to Rachel’s bedside, putting himself between the stranger and his family. Baby Sophie seemed fascinated by the tall black man. â€Å"This is not good,† said Mint Green. â€Å"You’re in the wrong room,† Charlie said. â€Å"You get out of here.† Charlie reached behind and patted Rachel’s hand. â€Å"This is really, really not good.† â€Å"Sir, my wife is trying to sleep and you’re in the wrong room. Now please go before – â€Å" â€Å"She’s not sleeping,† said Mint Green. His voice was soft, and a little Southern. â€Å"I’m sorry.† Charlie turned to look down at Rachel, expecting to see her smile, hear her tell him to calm down, but her eyes were closed and her head had lolled off the pillow. â€Å"Honey?† Charlie dropped the CD he was carrying and shook her gently. â€Å"Honey?† Baby Sophie began to cry. Charlie felt Rachel’s forehead, took her by the shoulders, and shook her. â€Å"Honey, wake up. Rachel.† He put his ear to her heart and heard nothing. â€Å"Nurse!† Charlie scrambled across the bed to grab the buzzer that had slipped from Rachel’s hand and lay on the blanket. â€Å"Nurse!† He pounded the button and turned to look at the man in mint green. â€Å"What happened†¦Ã¢â‚¬  He was gone. Charlie ran into the hall, but no one was out there. â€Å"Nurse!† Twenty seconds later the nurse with the snake tattoo arrived, followed in another thirty seconds by a resuscitation team with a crash cart. There was nothing they could do. How to cite A Dirty Job Chapter 1, Essay examples

Friday, December 6, 2019

Case Study of Nicholas William Leeson Derivative Broker †Free Samples

Question: Discuss about the Case Study of Nick Leeson Derivative Broker. Answer: Introduction to Nick Leeson Nicholas William Leeson or also known as Nick Leeson is a very famous derivative broker who was responsible collapse of Barings Bank. He was the one who was involved in fraudulent and unauthorized speculative trading. Barings bank was one of the oldest Merchant Bank in United Kingdom and its failure is a very big case study. Currently after serving his prison term, he is involved as eLearning trainer who is involved in mentoring new traders in financial markets (Hunt, 1996). What all Nick Lesson did wrong In the year 1992, he was appointed as the general manager of the operation line in Singapore market specifically in futures segment. This line was not active but was available with Barings Bank. It only started working in the year when Leeson joined the firm. Companies should systematically explore their markets to ensure early warning of the most significant threats. They should identify the processes that are threatened and determine the variables they most need to monitor. Many enterprise organizations, after decades of rapidly integrating technologies under fire, find themselves with a fragmented fraud prevention system that has been patched together and is not only costly and inefficient, but may actually hamper larger organizational efforts to improve data management and application architecture. Continuing to address fraud prevention strategy and design during crisis situations perpetuates a cycle of incomplete and ineffective integrations, thereby increasing the likelihood of future crises and rushed solutions. Additionally, a well-designed and contemplated fraud prevention strategy that integrates fully into customer interaction platforms and business intelligence tools can provide meaningful insights to the business related to end customers, risk levels of product lines, marketing efforts and new business channels. What all happened while the closure of the company The last few years have seen many companies embarrassed, and sometimes reduced to bankruptcy, by unpleasant surprises. Most of them already had the information needed to foresee these surprises and to reduce the damage they caused. In his book "Heads Up," Ken McGee recommends that companies institute a formal process to identify the causes of possible problems to determine the ways in which surprises might arise in their industries. It's often useful to have a list of possible threat processes, as a stimulus and reference guide. Here, we set out a list of these processes, with real examples, and identify the actions that companies should take. There are four main areas in which threats may appear among customers, markets, processes and suppliers. Of course, there are crossovers. For example, internal problems may produce poor service and contribute to customer alienation. Customer Alienation and Market Changes to protect from Fraud Customers may become alienated by: Fashion shifts Changes in buying criteria Loss of reputation Changes in laws or regulations, a new kind of competitor or shifts in discretionary spending can change the whole nature of the market. Customers remain willing to buy your products but need them less. For example, cinema screens last longer in non-smoking cinemas. Barnes and Noble's share price slumped after the appearance of Amazon. Cisco's sales slumped after the bursting of the Internet bubble put lots of nearly new Cisco equipment on the secondhand market. In many markets, sales of mobile phone top-up cards have reduced sales of confectionery. Spotting the problem in advance Companies should get timely notice of cultural changes by market research and customer surveys. Keep an eye on research into changes in customer preferences. Watch relevant specialist and popular news channels and ensure that staff in contact with the market are easily able to pass on their knowledge to management. Investigate anomalous customer behavior in case it reveals unrecognized shifts and prepare to act on your discoveries by creating and practicing crisis management plans. Identify how poor service, product faults or public criticism on environmental or ethical grounds could harm your reputation, and plan ways to minimize the damage. The selection of a fraud prevention provider is sometimes made in a silo, bringing in additional stakeholders only when a new integration is near completion, or requesting participation at an executive level but not including the relevant midlevel subject matter experts as part of the working team. As with any siloed technology or architectural decision, this can result in the discovery of key use cases and gaps in services too late to address without loss of time and money. When the decision is related to fraud prevention, the impacts can be even greater than with many other technology decisions, as a siloed approach may result in negative customer experi ences, negative impact on revenue and marketing partners, and disruption to the transaction flow and audit trail for financial reconciliation. IT can contribute by providing Web-based surveys, tracking trends through monitoring of searches on major Internet portals like Google, and collecting and analyzing usage data from digitally enabled products and services. Maintaining a data warehouse and supporting marketers in the use of data mining and other tools, can help companies monitor the key product and service metrics. Interruption of Supply While frequently successful at stopping the bleeding of a focused attack, this approach often results in a rushed vendor selection process, integration of only the bare minimum of required data points and an implementation that places undue burden on operational staff to make up for integration design gaps. These inefficiencies can be costly in multiple ways, including roadmap disruptions, ongoing re-integration efforts, and in the incomplete utilization of the integrated tools, resulting in higher than necessary false positives and fraud. Once the current fraud attack has been mitigated and the status quo is achieved once more, focus on fraud prevention fades until the next new attack. Many enterprise organizations, after decades of rapidly integrating technologies under fire, find themselves with a fragmented fraud prevention system that has been patched together and is not only costly and inefficient, but may actually hamper larger organizational efforts to improve data managemen t and application architecture. Continuing to address fraud prevention strategy and design during crisis situations perpetuates a cycle of incomplete and ineffective integrations, thereby increasing the likelihood of future crises and rushed solutions. Additionally, a well-designed and contemplated fraud prevention strategy that integrates fully into customer interaction platforms and business intelligence tools can provide meaningful insights to the business related to end customers, risk levels of product lines, marketing efforts and new business channels. Every major IT system has controls built into it to help avoid this sort of problem. Real-time operation minimizes the damage that will be done. Monitoring methods include Web-based surveys, analysis of usage data from digitally enabled products and services, and business activity monitoring systems. An enterprise resource planning system will help companies monitor goods receipts, which will give warning of temporary interruptions. Monitoring the inbound supply chain for example, goods at sea can be done through supply chain management systems and electronic data interchange systems. These systems give companies more notice of problems, which may be enough to allow them to find alternative suppliers. Separate tracking of relevant events is also essential. Trend tracking through monitoring of searches through major Internet portals can give advance warning of political problems. Recommendations Listen to your world. Maintain open communications with suppliers and market intermediaries. Monitor political developments and commercial trends that might affect key suppliers. Acquire research. Research changes in customer preferences, and keep tabs on political developments and commercial trends that might affect supply. Improve foresight. Create several future market scenarios. Identify how poor service, product faults or public criticism on environmental or ethical grounds could harm your reputation, and plan ways to minimize the damage. Identify threat processes, like infrastructure decay or lapse of control. Monitor activities. Monitor the key product quality and customer service metrics. Monitor physical phenomena that might interrupt supply. Monitor the threat processes. Investigate oddities. Investigate anomalous customer and process behavior, in case it reveals unrecognized shifts. There have been many well-publicized examples of events that took enterprises, or their shareholders, by surprise in recent years and few of them were pleasant. By focusing on increasing the speed of their response to crises, executives may be accepting that unpleasant surprises are inevitable. But this is the wrong approach. Most crises could have been avoided, or the damage could have been reduced, if senior executives received and acted on available warnings. Overcoming management myopia IS cannot instill honesty or decisiveness in executives, but it can take steps to improve the flow of information. In addition, IS leaders can work with the enterprise leadership to change the context in which decisions are made by: Ensuring that information is unmediated Addressing the cultural challenges Embracing tighter regulation Ensuring that information is unmediated Improved business monitoring systems would have helped in some of the crisis examples if the information was unmediated that is, if junior and middle managers were not allowed to alter it. Many middle managers will doctor information that could provide warnings to hide embarrassing results. Information that is filtered through several management levels will be delayed and may be distorted out of recognition. Senior management needs to drive the change to unmediated information because middle managers will resist the loss of this ability. One effective way of achieving this is to set real-time reporting goals that leave no time for interference. Monitoring systems that facilitate horizontal as well as vertical information flows provide additional benefits. For example, sharing information across functional boundaries would allow marketing staff to see the profitability of the customers they have recruited and buyers to see when their choice of suppliers leads to production delays. This would provide additional routes through which problems could be addressed (although the rigidity of silo structures may inhibit this). Addressing the cultural challenges In almost all the examples, the crises would have been avoided if senior executives had shown more humility and a greater willingness to accept that something had gone wrong. But this would have required a significant change in attitudes in many cases. Embracing tighter regulation Many of the best-known recent crises involved executive fraud. In most cases, the executives learned about commercial problems in good time, but chose to address them by dishonest means. Many of the executives began by using the sorts of financial engineering that are legal (or only just legal), but which conceal the true state of the business. They crossed the line into outright fraud as the problems developed. In other cases, executives embraced legal and accounting measures (such as off-balance sheet vehicles) that were inherently dishonest. These actions deprived investors and other stakeholders of the information that they needed to recognize emerging problems and, as a result, of the opportunity to protect themselves. In addition, these actions ensured that, when the truth became known, the crises were much worse than they needed to have been. The cause of these problems is a matter of attitude in this case, dishonesty. For example, executives and auditors have ignored their duties dishonestly in some recent cases. IT systems and IS departments cannot ensure that people are honest. However, weak controls make it too easy for people to succumb to dishonesty. There will always be legal "gray areas" and gaps in auditor coverage, and determined fraudsters will seek them out. But governments are tightening up regulatory processes, which should make the slide into dishonest practice caused by weakness (rather than willful malice) less likely. The more rigorously enterprises implement these controls, the more protected their organizations will be. Enterprises should pay particular attention to the real-time issuer disclosure ruling set out by the U.S. Securities and Exchange Commission. Key Challenges The long-term strategic vision for fraud prevention activities (technical and operational) is rarely made a proactive business or technology priority with the same discipline or forethought given to other strategic initiatives. Selection and implementation of new fraud prevention technologies frequently do not include sufficient participation from cross-functional stakeholders, resulting in poor customer experience and/or operational inefficiencies. Integrations to third-party fraud prevention or fraud analytics tools are often rushed, and optional integration points such as supplemental data and deep postback integrations are missing or incomplete. Recommendations The owner of the technology vision and key initiatives (typically the CIO) should identify a cross-departmental working team for the design and requirements gathering phases of a fraud prevention design project and obtain support from operations andfinance leadership to ensure full participation and prioritization Operations leadership should evaluate fraud operations strategy alongside operational philosophies for security monitoring and customer service, taking care to understand the drivers behind historical outsourcing of these functions. Business intelligence stakeholders should work with fraud leaders to define minimum viable data integration requirements based on cross-functional business and technology needs, including incorporation of marketing data, payment decline data and chargeback data. For many organizations, the most common time to integrate a new fraud prevention technology or service is during the heat of a fraud attack that could not be adequately identified or prevented using legacy tools and processes. While frequently successful at stopping the bleeding of a focused attack, this approach often results in a rushed vendor selection process, integration of only the bare minimum of required data points and an implementation that places undue burden on operational staff to make up for integration design gaps. These inefficiencies can be costly in multiple ways, including roadmap disruptions, ongoing re-integration efforts, and in the incomplete utilization of the integrated tools, resulting in higher than necessary false positives and fraud. Once the current fraud attack has been mitigated and the status quo is achieved once more, focus on fraud prevention fades until the next new attack. Many enterprise organizations, after decades of rapidly integrating technologies under fire, find themselves with a fragmented fraud prevention system that has been patched together and is not only costly and inefficient, but may actually hamper larger organizational efforts to improve data management and application architecture. Continuing to address fraud prevention strategy and design during crisis situations perpetuates a cycle of incomplete and ineffective integrations, thereby increasing the likelihood of future crises and rushed solutions. Additionally, a well-designed and contemplated fraud prevention strategy that integrates fully into customer interaction platforms and business intelligence tools can provide meaningful insights to the business related to end customers, risk levels of product lines, marketing efforts and new business channels. The design and ongoing management of fraud prevention technology and services should be part of an organization's holistic technology and operations architecture and should not be rushed. A successful fraud prevention design incorporates fraud technologies and analytics into the core platform architecture and requires full data integration as well as integration with CRMs, fulfillment systems, etc. While the technology needn't be built or managed in house, many organizations would benefit from an orchestration layer to send and receive relevant, rich data to and from third-party fraud technologies and internal applications and databases. Create a Truly Cross-Functional Team for Current State SWOT Analysis The selection of a fraud prevention provider is sometimes made in a silo, bringing in additional stakeholders only when a new integration is near completion, or requesting participation at an executive level but not including the relevant midlevel subject matter experts as part of the working team. As with any siloed technology or architectural decision, this can result in the discovery of key use cases and gaps in services too late to address without loss of time and money. When the decision is related to fraud prevention, the impacts can be even greater than with many other technology decisions, as a siloed approach may result in negative customer experiences, negative impact on revenue and marketing partners, and disruption to the transaction flow and audit trail for financial reconciliation. References: Hunt, L., Heinrich, K., Leeson, N. (1996).Barings lost: Nick Leeson and the Collapse of Barings plc. 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