Preventing Musculoskeletal Disorders in Nurses

Preventing Musculoskeletal Disorders in Nurses Appendices APPENDIX C SECTION 1: ERGONOMIC FOR PREVENTION OF MUSCULOSKELETAL DISORDER Introduction Nurses provide care to physically demanding patient and assist them in mobilization and other activities like bath, feeding etc. Patient handling tasks such as lifting, transferring or repositioning are contributing factors for MSP among nurses particularly the back being most prevalent. These tasks can entail high physical strains due to different body size involved, leaning over a bed or working in cramped postures, supporting patient during gait activities, and many other factors. The risk factors that health care workers face include: Force: the amount of physical effort required to lift or to maintain control of heavy equipment or tools; Repetition: performing same task over and over continually or frequently; and Awkward postures assuming positions that put strain on the body, such as working above shoulder height, kneeling, squatting, leaning over a bed, or twisting the back while lifting. Identifying Problems and Implementing Solutions for patient Lifting and Repositioning Manual handling tasks such as lifting and repositioning can be variable, dynamic, and unpredictable in nature. In addition, factors such as patient self-esteem, safety, and medical contraindications should be taken into consideration. The analysis of any handling task involves an assessment of the requirements and capacities of the patient. The patient assessment should include an analysis of the following factors: The level of cooperation from the patient; The body size and weight of the patient; Any health anomalies that may influence the choice of lifting or repositioning techniques. Repositioning in Chair Description: Variable position Geri chairs When to Use: Repositioning partial- or non-weight-bearing patients who are cooperative. Points to Remember: One caregiver can assist if patient has strength in both upper extremities of arms. If patient cannot assist in self-repositioning on chair, help from at least 2 caregivers and friction reducing device may be required. Ensure that chair is easily adjustable; wheels are freely movable flexible and steer. Lock wheels on chair before repositioning. Remove trays, footrests, and seat belts where appropriate. Ensure device correspond with patient weight. Various Activities of Daily Living and Bedside Assistance Description: Work practices for feeding, dressing and grooming. When to Use: During feeding, dressing, personal hygiene tasks, vital sign assessment, and other bedside assistance. Bedside Assistance: Lower side rails, position patient as close as possible to edge for safety purposes. Sit or stand in front and near to side of patient. Adjust height of tables and electric beds to waist level and place supplies close by to prevent back flexion and bending. Collect supplies in advance and place them on a table that is located perpendicular to the patient. Avoid leaning across patient; rather, move to other side. Carry items close to the body. Provide adaptive equipment that offer independence to patients and reduce assistance from caregiver. Feeding: Chop food into pieces before placing it in front of patient. Dressing and grooming: Ensure that patients feet lie flat on the ground or a stool for stability when sitting. Place feebler limb in pant or sleeve first. Use suitable adaptive equipment for dressing, grooming and oral hygiene. Activities of Daily Living Activity: Administrating medications Description: Low profile medication cart and cartridge pill dispenser When to Use: Dispensing medications. The cart increases precision and lessens time required to perform task. Medications cart: Classify medications according to day and time. Low profile carts with easy side opening drawer are recommended to accommodate hand height of shorter nurses. Cartridge dispenser: Use cartridges with a â€Å"flip top† for drug storage until administered rather than wrapping the doses individually in foil of paper or small container that require more finger forces and a sharp object to break the seal. Bathtub, Shower, and Toileting activities Description: Long-handled extension tools on hand-held showerheads wash or scrub brushes. When to Use: When bathing or showering patients. Points to Remember: These equipments limit the extent of bending, reaching, and twisting required when cleaning feet, legs, and trunk of patients. Patients who are autonomous can also use these devices to facilitate personal hygiene care. Guiding and Slowing Falls Description: Method for guiding and slowing falls. When to Use: When patient is falling. Points to Remember: Utilization of transfer or gait belts may aid nurses in guiding the fall. Grip onto the belt/handles and slowly lower the patient to the floor using proper body mechanics. Reviewing patient assessments and monitoring for signs of weakness are effective strategies of preventing falls. Stand with back straight, tighten stomach muscles, bend legs, and stay adjacent to patient if it practical to do so. Don’t try to stop the fall abruptly as this may increase the risk of injury among nurses. Lifting from the Floor Description: Methods to lift patients from floor When to Use: After a patient fall. Points to Remember: Assess patient for injury prior to lifting and use a powered portable or ceiling-mounted lift device to move patient with minimal assistance. If patient can maintain standing position with minimal assistance, use gait or transfer belt with handles to support patient. If manual assistance is required ensure a team lift are s are available to provide assistance as needed. Use 2 or more caregivers when assisting heavy patients. Stand with back straight, bend legs, and stay near to patient as possible. Ambulation Description: Ambulation assist device When to Use: For patients, who are able to support their body weight, cooperative, need extra security and assistance when ambulating. Increases patient safety and reduces risk of falls during ambulation Points to Remember: Typically needs one caregiver. The device provides assistance to patients as they walk and pushes it along during ambulation. Ensure device is in good working condition with height adjusted correctly before use and rated for the load weight to be lifted. Apply brakes before positioning patient in or releasing patient from device. Implementing solutions for patient lifting and repositioning Ergonomics is the science of designing equipment and work tasks to conform to the capability of the worker and provides a means of adaptation to work environment and work practices to prevent injuries. Ergonomic solutions are proposed to reduce musculoskeletal disorders among the staff nurses. The recommended solutions brought forward are not intended to be an exhaustive list, nor do all of them will be used in any given set up. The material signifies a variety of options available that a facility can consider using. Many of the solutions are simple to implement and do not require substantial time or resources such as modification in procedures or equipment. Others may require more significant efforts. The integration of various solutions into hospital management, can lead to beneficial outcome in the long run. Patient and Equipment handling solutions Lateral Transfer Description: Ceiling-mounted device with horizontal frame system or litter When to Use: Moving patients who are totally helpless, non-weight bearing, has other physical impairment, or are very big in size and cannot be safely shifted by staff between 2 horizontal surfaces, such as from bed to stretcher or gurney in supine position. Points to Remember: Motors can be fixed or portable (lightweight). Device can be functioned by hand-held control attached to unit or by infrared remote control. Always ensure lifting device is in good working condition before use and is assessed for the load weight to be lifted. Lateral Transfer Description: Gurneys with transfer devices When to Use: Transferring a partial- or non-weight-bearing patient between 2 horizontal sides, such as from bed to stretcher or gurney in supine position. Points to Remember: Two nurses are required to achieve this type of transfer. Additional assistance may be required depending on patient status, e.g., for heavier or uncooperative patients. Motorized height-adjustable gurneys with built-in slide boards are preferred to those adjusted by crank mechanism to lessen physical effort required by caregiver. Always ensure that lifting device is in good working condition before use and is evaluated for the load weight to be shifted. Ensure wheels on equipment are locked and transfer surfaces are same level to at waist level of caregivers in order to avoid over reached and back flexion Lateral Transfer; Repositioning Description: Air-assist lateral sliding aid; flexible mattress inflated by portable air supply When to Use: Transporting a partial- or non-weight bearing resident between two horizontal sides such as from bed to stretcher or gurney in supine position. It can also be used for repositioning a patient in bed, increase patient well-being and reduces risk of tissue injury during transfer. Points to Remember: Two caregivers are needed to achieve this type of transfer. Additional assistance may be required depending on patient ability, e.g., for heavier or uncooperative patients. Ensure wheels on equipment are locked and transfer surfaces are at level and height that permits nurses to work at waist level to avoid over reach and back flexion. Count down and coordinate the transfer motion between caregivers. Patient Lifting Description: Ceiling-mounted lift device When to Use: Lifting patients who are totally helpless, are partial- or non-weight bearing, very heavy, or have other physical impairment. Transfers from bed to chair (wheel chair, Geri or cardiac chair), chair or floor to bed, or for bathing and toileting. Points to Remember: May need 2 or more nurses. Some patients can use the device quicker than portable device without assistance. Motors can be fixed or portable (lightweight). Device can be activated by hand-held control attached to unit or by infrared remote control. Ensure lifting device is in good working condition before use and is assessed for the load weight to be lifted. Transfer from Sitting to Standing Position Description: Stand-assist devices; can be fixed to bed or chair or be free-standing When to Use: Transferring patients who are able to support their weight and cooperative and can pull themselves up from sitting to standing position. It can be used for independent patients who need extra lift to stand and aid patient independence. Points to Remember: Check that device is constant before use and is evaluated for patient weight to be held. Ensure frame is firmly attached to bed, or if depend on mattress support that mattress is big enough to support the frame. 1

Controlling Case study Essay

Abstract This paper studies management control design of supplier relationships in manufacturing, a supply chain phase currently under-explored. Compared to supplier relations during procurement and R&D, which research found to be governed by a combination of formal and informal controls, supplier relations in manufacturing are more formal, so that they could be governed by more formal and less informal controls. To refine the management control system and influencing contingencies, we propose a theoretical framework specifically adapted for the manufacturing stage. This framework is investigated by an in depth case study of the supplier management control of a Volvo Cars production facility. We identify three types of suppliers visualizing the associations in the framework and illustrating the framework’s explicative power in (automotive) manufacturing. Furthermore, the case contradicts that supplier relations in the manufacturing phase are governed by little informal control, because the automaker highly values the role of trust building and social pressure. Most notably, a structured supplier team functions as a clan and establishes informal control among participating suppliers, which strengthens the automaker’s control on dyadic supplier relations. Keywords: Management control; Supplier relationships; Manufacturing; Contingency theory; Case research; Automotive 2 1. Introduction In the current economic environment, characterised by globalisation and enhanced levels of competition, companies require an effective supply chain with inter-organizational relationships (IORs) to strive for sustainable competitive advantage. Not surprisingly, studies show that IORs have a high potential impact on organization performance (e. g. Anderson & Dekker, 2005). Literature, however, also argues that many IORs do not provide the expected benefits and are often terminated because of managing difficulties (Ireland, Hitt & Vaidynanath, 2002). Academics often propose that lack of coordination and opportunistic behaviour of partners are the two main reasons for the relatively high relationship failure rate (e. g. Dekker, 2004). Hence, management control systems (MCSs) are argued to play a critical role in preventing such failure, by establishing governance mechanisms to control the relationship (Ireland et al. , 2002). The fundamental goal of MCSs is to influence decision making in attaining strategic objectives (Nixon & Burns, 2005). In an inter-organizational setting, this implies creating bilateral incentives to pursue mutual goals. Already in the mid-nineties, scholars started calling for more attention for this topic (e.g. Hopwood, 1996; Otley, 1994), and have not stopped since (e. g. van der Meer-Kooistra & Vosselman, 2006). Consequently, inter-organisational MCSs have been studied from several angles, including outsourcing (e. g. Anderson, Glenn & Sedatole, 2000), inter-organizational cost management (e. g. Cooper & Slagmulder, 2004), partnerships (e. g. Seal, Berry, Cullen, Dunlop & Ahmed, 1999), strategic alliances (e. g. Dekker 2004), networks (e. g. Kajuter & Kulmala, 2005) and joint ventures (e.g. Kamminga & van der MeerKooistra, 2007). Yet, the main emphasis was put on relational collaboration during the first stages of the supply chain, namely procurement, which involves the make-or-buy decision, partner selection and contract design, and R&D. Although this historical focus is certainly justified, management control in a later phase of the supply chain, namely manufacturing, remains relatively under-explored (Cooper & Slagmulder, 2004; Langfield-Smith & Smith, 2003). However, purchased products and services for manufacturing account for more than 60% of the average company’s total costs (Degraeve & Roodhooft, 2001) and are subject to continuous improvement with suppliers, also requiring adequate management control. Therefore, this study illustrates how manufacturers design the MCS of supplier relations in the manufacturing phase of the supply chain, which we refer to as â€Å"manufacturer-supplier relationships† (MSRs). In other words, we abstract from 3  procurement and R&D influences. 1 Nevertheless, management control research on previous supply chain stages, offers a first theoretical insight into how a MCS for MSRs could look like. In particular, prior empirical research on IORs such as R&D collaboration (Cooper & Slagmulder, 2004), strategic alliances (Dekker 2004) and joint ventures (Kamminga & van der Meer-Kooistra, 2007) found MCSs that combine both formal controls, like outcome controls, and more informal controls, such as trust building. Also the execution of service outsourcing projects, like industrial maintenance (van der Meer-Kooistra & Vosselman, 2000), IT (Langfield-Smith & Smith, 2003) and accounting (Nicholson, Jones & Espenlaub, 2006) is governed by a combined MCS. So if we assume these findings to hold for other IOR types (external validity) and neglect potential characteristic differences, MSRs could be expected to be governed by a combination of formal and informal control as well. Yet, by taking into account differences between MSRs and other types of IORs, the MCS design could be different. In that respect, we argue that manufacturing is more formal than procurement and R&D. Indications for that argument and its consequences for management control can be found in the management control framework of Das & Teng (2001). Based on the variables in their framework2, task programmability and outcome measurability, it should be clear that for manufacturing both variable levels are high, or at least higher than in the case of procurement and R&D. Consequently, the framework indicates that formal controls are suited mechanisms to govern MSRs. This argument is strengthened by the type of knowledge usage in MSRs, for which organization literature provides a clear distinction between knowledge exploration and knowledge exploitation. On the one hand, it is argued that the first supply chain phases, think of procurement and R&D, aim at knowledge exploration, while the later stages, like manufacturing, primarily 1 Obviously, procurement and R&D do impact the manufacturing phase. Yet, as our aim is refining supplier MCS design in the  manufacturing phase, we deliberately exclude these influences. In terms of research methodology, this abstraction is put into operation by studying a MSR between a manufacturer facility and supplier facility only dealing with manufacturing, while procurement and R&D are handled by their respective mother companies (cf part three of this paper â€Å"research methodology†). 2 Although this framework was originally developed by Ouchi (1979) for use in MCS design within organizations, Das & Teng (2001) further adapted it for use in IORs. Task programmability refers to the degree to which managers understand the transformation process in which appropriate behaviour is to take place. Outcome measurability refers to the ability to measure outcome precisely and objectively. When outcome measurability is high/low and task programmability is low/high, formal outcome/behaviour control should be set up to govern the relation. When both dimensions are low, informal control is preferable, but when both measures are high, both outcome and behaviour control are suited control mechanisms (Das & Teng, 2001). 4  aim at knowledge exploitation. On the other hand, research shows that the exploration of knowledge is best governed by informal controls, while knowledge exploitation is most adequately controlled by formal controls (Bijlsma-Frankema & Costa, 2005). Thus, based on the characteristics of high task programmability, high outcome measurability and knowledge exploitation goals, MSRs could be expected to be governed by primarily formal controls with little informal controls. In other words, the literature offers different management control designs for MSRs regarding the informal control level. Therefore, this study investigates how the MCS of MSRs is designed and how important informal controls are in that design, in particular in IORs between an original equipment manufacturer (OEM) and suppliers of outsourced manufacturing activities in the trend-setting automotive industry (cf Womack, Jones & Roos, 1990). An automobile is a complex product manufactured with thousands of components. Consequently, also this industry increasingly outsourced non-core activities and started relying on suppliers to create lower costs. To that end, a variety of supply chain management practices has been implemented, such as lean supply and continuous improvement. Yet, these induce the need for appropriate management control structures and bi-directional communication to organize and manage the relation (Carr & Ng, 1995; Scannell, Vickery & Droge, 2000). In that respect, one particular automaker, namely Toyota, is known for partnering with suppliers, transferring its expertise to help suppliers and installing softer forms of control including trust. To govern the search for continuous improvement in manufacturing, Toyota established the â€Å"Toyota Group† by means of a supplier association, an operations management consulting division and voluntary small group learning teams (Dyer & Nobeoka, 2000). However, practitioner literature (e. g. Automotive News/Automotive News Europe) describes several other automakers governing this search by heavily formalized supplier relations. Contrary to cooperation during procurement and R&D, manufacturing is argued to become much more demanding towards suppliers. Automakers increasingly transfer manufacturing risk and supply responsibility to first-tier suppliers, which results in suppliers delivering to very tight just-in-time and in-sequence schedules (Alford, Sackett & Nelder, 2000). As a result, OEMs install formal controls and supplier improvement techniques, which alert suppliers to the importance of ameliorating supply performance at lower costs. Hence, also automotive practice shows evidence of high and low levels of informal control. Therefore, this study specifically investigates how the MCS of automotive MSRs is designed. Yet, besides illustrating MCS design, this paper contributes to explaining MCS design of automotive 5 MSRs. To our knowledge, little inter-organizational management control research specifically investigated contingency theory’s explicative power in manufacturing. Naturally, several papers study influences on MCS design in production environments, like the impact of manufacturing flexibility (Abernethy & Lillis, 1995), customization and related interdependence (Bouwens & Abernethy, 2000), profit centre strategy (Lillis, 2002), production strategy, production technology and organization (van Veen-Dirks, 2006). However, these studies investigate characteristics explaining MCS design in one organisation, while our study focuses on inter-organizational relations. To that end, we propose a refined theoretical contingency framework based on recent inter-organizational management control theory, but specifically adapted for the manufacturing stage. This framework proposes several contingencies determining the level of risk, which is governed by different levels of management control techniques. In order to illustrate the validity of the framework in practice and answer how and why automakers design their MCS, we perform an in depth case study of the relations between a facility (VCG) of the international OEM Volvo Cars and a selection of its first-tier supplier facilities. The case study provides considerable evidence of three supplier types, namely batch, low value-added just-in-sequence and high value-added just-in-sequence suppliers, visualizing the associations in the framework between contingencies, risks and management controls. These controls include both formal and informal techniques, of which trust building and social pressure are highly valued. Most notably, VCG’s structured supplier team functions as a clan and establishes informal control among participating suppliers, which strengthens control on the OEM’s dyadic supplier relations. As our framework draws on case findings from other less formal IORs, it seems that our case findings offer more evidence of their external validity. That way, the findings contradict that informal controls play a minor role in automotive MSRs. In particular, VCG’s MCS, combining both formal and informal controls, is argued to be designed specifically to improve supply performance. The remainder of this paper is organized as follows. In the second part, we develop the theoretical contingency framework. The third part describes the case research methodology. The fourth part is the actual case study, which presents VCG, describes three supplier types by means of contingency levels and clarifies how VCG designed the MCS governing them. In the fifth part, we discuss our findings by comparing VCG’s management control with previous findings and elaborating on the significance of VCG’s supplier team. We conclude the paper with a summary of the main findings and some avenues for further research. 6 2. Theoretical framework In this part, we develop a theoretical contingency framework for MCS design of MSRs, which can be found in figure I. > Contingency theory originated with the aim of explaining the structure of organizations by particular circumstances. Later, management accounting researchers adopted and further developed the theory in order to explain the shape of MCSs in organizations (e. g. Chenhall, 2003; Luft & Shields, 2003). Therefore, contingency theory suits this study, regarding MCS design of MSRs and its explicative variables. The central concept of the framework is the level of risk a certain MSR runs. Inter-organizational management control theory proposes two types of risk, which result from five different situational antecedents, characterizing the MSR. Although we clarify both risk types separately, we stress the integrative interpretation of all contingencies jointly determining both levels of risk. Subsequently, this risk is governed by different management control instruments, either with a large or a small role for informal control. 3 2. 1. Performance risk The first risk type is performance risk, defined as the probability of not achieving the MSR objectives, despite satisfactory cooperation (Das & Teng, 2001). This type of risk is also referred to as â€Å"coordination requirements† (Dekker, 2004; Gulati & Singh, 1998) or â€Å"the mastery of events† (Tomkins, 2001). As the MSR objective concerns manufacturing as many products of the order book as possible, on time, with good quality at the lowest possible cost, performance risk is the risk of a supply chain interruption disturbing the realisation of this goal. Three contingencies related to technology increase this risk, namely complexity, task uncertainty and task interdependence (Chenhall, 2003). Yet as complexity and task uncertainty are highly related (Chenhall, 2003), the framework does not include complexity separately (cf Dekker, 2004). 3 According to van Veen-Dirks (2006), all situational characteristics and MCS characteristics are determined jointly instead of sequentially. Also Kamminga & van der Meer-Kooistra (2007) propose that the influence of contingencies is not determined by each antecedent as such, but by their interaction. In addition, they suggest studying control as an integrative concept, in which all control dimensions are incorporated. Consequently, we do not propose one-on-one associations between one specific contingency, one specific type of risk and one specific type of control, suggested to suit that risk type. Instead, our model simultaneously studies the associations between situational contingencies, risks and management control techniques, as put forward by the three boxes of figure I. The boxes of contingencies and risks are put together to stress their interdependence and joint impact on management control. 7 Task uncertainty relates to variability in transformation tasks and the available knowledge of methods for performing those tasks (Chenhall, 2003). This situational characteristic determines the measurability difficulty of output and activities (Kamminga & van der Meer-Kooistra, 2007; van der MeerKooistra & Vosselman, 2000), which increases with increasing levels of complexity of both the delivered product and its operational processes (Woodward, 1965). The first complexity is related to the added value of the product and gradually increases depending on whether the supplier delivers a standard component or an important customized module (Cooper & Slagmulder, 2004). The second complexity regards the added value of the production process and reflects the complexity of the supplier’s manufacturing processes needed to effectively produce and deliver products as required. Task interdependence refers to the degree to which subactivities of the value creation process have been split up and made dependent on each other (Dekker, 2004). In MSRs, this interdependence is sequential (Thompson, 1967)4, because the relation involves transferring the supplier’s output to the manufacturer’s input process. The level of sequential interdependence is impacted by the dependence level of the manufacturer’s operational performance on the supply quality (timeliness and product quality). Moreover, the interdependence level of a specific MSR is influenced by the production flexibility required from both parties and the manufacturer’s lack of precise knowledge to perform activities previously done in-house. 2. 2. Relational risk The second type of risk is relational risk, implying the probability of not having satisfactory cooperation because of opportunistic behaviour of the supplier, exemplified in shirking, cheating, distorting information and appropriating resources (Das and Teng, 2001). This type of risk is also referred to as â€Å"appropriation concerns† (Dekker, 2004; Gulati & Singh, 1998) or â€Å"the generation of trust† (Tomkins, 2001). Transaction cost economics (TCE) theory5 proposes three contingencies that influence relational risk and subsequently determine appropriate control: asset specificity, environmental uncertainty and transaction frequency (Williamson, 1979). Yet, as the manufacturer possesses no specific assets related to a certain supplier, at 4 Thompson (1967) identifies three levels of task interdependence from low to high, which influence the level of inter-organisational coordination and communication: pooled, sequential and reciprocal interdependence. 5 TCE argues that parties are only boundedly rational and behave opportunistically. Therefore, the total cost of outsourcing is the sum of both the supplied component costs and the transaction costs, including costs for negotiation, drawing up contracts, coordination, control and risk of opportunistic behaviour (van der Meer-Kooistra & Vosselman, 2000). 8 least not in the manufacturing phase of the supply chain, there is no lock-in to supplier opportunistic behaviour. 6 Hence, unlike uncertainty and transaction frequency, asset specificity does not influence supplier opportunistic behaviour in MSRs and is not included in our theoretical framework. Consistent with being a central contingency research concept, environmental uncertainty also forms a powerful characteristic of MSRs (Chenhall, 2003). In particular, this contingency relates to general market uncertainties and uncertainty about unknown future contingencies (Kamminga & van der Meer-Kooistra, 2007; Langfield-Smith & Smith, 2003; van der Meer-Kooistra & Vosselman, 2000). Because manufacturer and supplier interact under these uncertainties, both parties face changes over time, which require detailed contracts (Dekker, 2004). However, incomplete contract theory argues that there exist limitations in drawing up complete contracts, because all future contingencies can not be foreseen, are too expensive to foresee or are too expensive or impossible to contract upon (Gietzmann, 1996). Consequently, the combination of uncertainty and incomplete contracts leads to potential opportunistic behaviour of the supplier. According to TCE, more frequent interactions lower the possibility of opportunistic behaviour (Williamson, 1979). So, to preserve a positive relation between contingencies and relational risk, we could utilize infrequency as contingency variable (e. g. Anderson & Dekker, 2005). Yet, as we study MSRs with no connection to commercial negotiations determining the contract term, we include the antecedent relational stability aim. This contingency relates to the manufacturer’s aim of continued future interactions with the supplier and serves to build bilateral commitment (Cooper & Slagmulder, 2004). We argue that MSRs, in which relational stability is considered necessary and thus aspired by the manufacturer, are subject to higher relational risk. For example, if supplier switching costs are high due to high interdependence, high commitment from the manufacturer could incite the supplier to accept lower quality or delivery performance. Besides including a transaction environment characteristic and a transaction characteristic, we also incorporate a transaction party characteristic (Langfield-Smith & Smith, 2003; van der Meer-Kooistra & Vosselman, 2000). In particular, we include supplier knowledge importance, which encompasses the degree of importance for the manufacturer to know the supplier and to be able to assess characteristics, such as management competence, trustworthiness and willingness to share proprietary knowledge. Usually, this kind of assessment is done by means of first-hand or second-hand experience. Hence, we argue that when the 6 Obviously, suppliers do have specific assets in place, rendering them vulnerable to opportunistic behaviour from the part of the manufacturer. However, this study and the developed theoretical framework only focus on supplier opportunistic behaviour. 9 importance of supplier knowledge rises, the risk for insufficient or erroneous assessment and subsequent supplier opportunistic behaviour increases. 2. 3. Management control system Although MCSs have been conceptualised and categorised in various ways, the current management control literature has reached a consensus on two types of management controls, namely formal and informal control instruments (Langfield-Smith & Smith, 2003). Obviously, studying the usage of informal controls compared to formal controls requires both control types to be included in the theoretical framework. Formal controls are explicitly set up to coordinate the MSR and include outcome controls and behaviour controls. Outcome control involves the measurement and evaluation of the outcomes of operations against pre-defined outcomes or targets, by using several performance measurement techniques (Ouchi, 1979; Dekker, 2004). The most important outcome metrics for MSRs are percentage of defects, quality of delivered goods and on time delivery of goods (Gunasekaran, Patel & McGaughey, 2004). Behavioural control concerns the specification and actual surveillance of behaviour, by means of rules and standard procedures (Ouchi, 1979). Additionally, behaviour control includes evaluating compliance with pre-specified planning, procedures, rules and regulations (Dekker, 2004). Informal controls (also called social controls) are not explicitly designed, but are grown out of shared norms and values, shaped by frequent interaction, meetings and management attitude (Ouchi, 1979; Merchant, 1998). Especially trust building7 has emerged as a very important informal control instrument in inter-organizational MCSs (e. g.Dekker, 2004). While formal controls reduce the risk by altering the incentives for underperformance and opportunistic behaviour, trust mitigates risk by minimizing the fear of underperformance and opportunistic behaviour to occur (Das and Teng 2001). Therefore, we include three types of inter-organizational trust building, namely building contractual trust, competence trust and goodwill trust (Sako, 1992). 8 Contractual trust results from previous contractual relations or grows during the MSR 7 Rousseau, Sitkin, Burt & Camerer (1998, p. 394). Define trust as â€Å"a psychological state comprising the intention to accept  vulnerability, based upon positive expectations of the intentions or behaviour of another†. According to them â€Å"trust is not a behaviour (cooperation), or a choice (e. g. taking a risk), but an underlying psychological condition that can cause or result from such actions† (Rousseau et al. , 1998, p. 395; italics added). As such, trust in itself can not be a control instrument in the MCS of MSRs. Instead, the control techniques are the actions the manufacturer performs to create and build trust in the supplier. 8 Contractual trust is based on the expectation that the supplier will keep promises and comply with agreements made, whether these10 (Sako, 1992). Competence trust is increased by previous good performance, i. e. good quality and delivery results. Moreover, competence trust results from buying activities from reputable suppliers or transferring competences to the supplier. Additionally, product and/or process certification and process standardisation enhance competence trust (Sako, 1992). To develop goodwill trust, Sako (1992) identifies shared values and norms as necessary, but insufficient, as transaction parties also need to show the willingness to be indebted to each other. Gulati (1995) stresses creating and growing an inter-organizational bond of friendship to trigger goodwill trust (Gulati, 1995). Other possible goodwill trust initiators are interactive goal setting, trustworthiness reputation and a long term relationship (Dekker, 2004). Next to these specific trust building mechanisms, the literature also proposes an important overall trust building technique, namely close interaction, based on mutual interests and established by means of joint decision making and joint problem solving via a joint relationship board and/or joint task groups (Das & Teng, 2001; Dekker, 2004). 9 Besides trust building, MSRs can be governed by another type of informal control, which Ouchi (1979) refers to as clan control. Based on shared norms, values and a common inter-organizational goal, supplier behaviour in the interest of the MSR will be reinforced, because suppliers are motivated to achieve the goal (Das & Teng, 2001). This incentive results from inter-organisational social pressure (Spekle, 2001) exerted by the manufacturer, which we believe is social control in its literal meaning. Because of high interdependence between manufacturer and supplier, below standard results of the supplier directly impact the manufacturer’s performance. Consequently, supplier management is unpleasantly confronted with manufacturer management and faces personal humiliation because of the error. Additionally, supplier management runs the risk of their reputation and personal relationship with interacting manufacturer management getting injured. Also Dyer & Singh (1998) mention reputation and personal relations as social control mechanisms, besides norms and trust. By acting as negatively valued social sanctions (Bijlsma- are contractually stipulated or not. Competence trust concerns the expectation that the supplier possesses the necessary technical and managerial competences to deliver the order as agreed. Goodwill trust regards the expectation that the supplier shares an open commitment, with the willingness to perform activities beneficial to the MSR, but possibly neither in the supplier’s interest nor required by the contract (Sako, 1992). 9 Other potential overall trust building techniques in a MSR are communication via regular inter-organizational meetings (Chalos & O’Connor, 2004; Das & Teng, 2001), information sharing of problem areas (Chalos & O’Connor, 2004), supplier development activities (Carr & Ng, 1995), networking (Das & Teng, 2001), training (Chalos & O’Connor, 2004) and the extent to which the employees of both parties understand the factors ensuring the collaboration’s future success (Chalos & O’Connor, 2004). 11 Frankema & Costa, 2005), these social consequences create incentives for satisfactory supplier performance and render supplier opportunism hard to sustain (Spekle, 2001). If we assume operational snags to be day-today business in MSRs, this social pressure creates an informal means to mitigate risk in MSRs. 3. Research methodology 3. 1. Case study research The empirical part of this paper is based on an in depth case study, which is an investigation of a real life phenomenon, relying on multiple sources of evidence and benefiting from prior development of theoretical propositions (Yin, 1994). This research method suits our research that concerns refining existing interorganizational management control theory for the relatively under-explored manufacturing phase of the supply chain. 10 According to Keating (1995), such theory refinement needs a clear theoretical starting point, supplemented with openness to the discovery of unexpected findings. To balance these theory attachment and detachment requirements, we developed a theoretical framework to guide the data collection, but at the same time used data collection techniques allowing sufficient openness. Furthermore, several interorganizational management control case studies (e. g. Cooper & Slagmulder, 2004; Dekker, 2004; Kamminga & van der Meer-Kooistra, 2007; Nicholson et al. , 2006) strengthen the argument that cases allow investigating in detail the structure and influencing variables of IORs (Sartorius & Kirsten, 2005). These studies show that theory refinement of MCS design can be adequately investigated by means of qualitative research. The social meaning of inter-organizational MCSs, especially regarding the use and interpretation of informal controls, and the subsequent behaviour of companies and employees is very complex. So if we only skim the surface, we will never discover how different parties interpret certain IORs and whether the MCS is designed accordingly. This argument not only justifies the choice for a case study, but also forms the reason 10 Our research corresponds to investigating a complex phenomenon within its real life context of which empirical evidence is rather limited, and answering how and why questions about this phenomenon, for which case study research is most suited (Eisenhardt, 1989; Yin, 1994). Furthermore, Keating (1995) argues that case studies suit three goals and that our theory refinement goal represents the middle ground between theory discovery (describing novel phenomena) and theory refutation (disconfirming well specified theories by bringing in negative evidence). More specifically, our case research is of the theory illustration type, documenting â€Å"previously unappreciated aspects of management accounting practice† and identifying â€Å"aspects of the illustrated theory that require reformulation or more rigorous specification† (Keating, 1995, p.71). Indeed, the goal of this study is to illustrate how manufacturers design supplier MCSs, to what extent this design differs from designs in other IORs and how the design can be explained by means of a specifically adapted theoretical framework. 12 why more of this research is requested (e. g. Langfield-Smith & Smith, 2003; Dekker, 2004; van der MeerKooistra & Vosselman, 2006). 3. 2. Unit of analysis In most inter-organizational studies, the unit of analysis is one dyadic relation between two independent parties (van der Meer-Kooistra & Vosselman, 2006). Since there exist different dyadic MSRs within one manufacturer and we study MCS’s dependence on relationship contingencies, our unit of analysis consists of specific MSRs. Dyer & Singh (1998) explicitly propose the â€Å"relational view†, focusing on the buyer-supplier dyad, as opposed to the â€Å"industry structure view† and â€Å"resource based view†, when analyzing cooperative strategy and sources of inter-organizational competitive advantage. In order to answer the proposed research questions concerning MSR MCS design, we analyzed all relations after the manufacturer had decided to outsource the manufacturing activities. In other words, we addressed neither the make-or-buy decision nor related commercial negotiations, but collected data from the start of production onwards. Furthermore, we only gathered data on standard MCSs for MSRs with good operational performance. 3. 3. Case company selection The selection of the case company and its suppliers was influenced by two selection concerns: theoretical sampling (Eisenhardt, 1989), and open and flexible access to.

Blood Promise Chapter Ten

Everyone had hit it off so well at lunch with Avery that the group had gotten together again that evening and had kind of a wild time. Lissa was thinking about that as she sat in her first-period English class the next morning. They'd stayed up late last night, sneaking out past curfew. The memory brought a smile to Lissa's face, even as she stifled a yawn. I couldn't help but feel a tiny bit of jealousy. I knew Avery was responsible for Lissa's happiness, and that bothered me on a petty level. Yet†¦ Avery's new friendship was also making me feel less guilty about leaving Lissa. Lissa yawned again. It was hard to concentrate on The Scarlet Letter while fighting a slight hangover. Avery seemed to have a never-ending supply of liquor. Adrian had taken to this right away, but Lissa had been a little more hesitant. She'd abandoned her partying days a long time ago, but she'd finally succumbed last night and drunk more glasses of wine than she really should have. It wasn't unlike my situation with the vodka, ironically enough. Both of us overindulging, despite being miles and miles apart. Suddenly, a high-pitched wail pierced the air. Lissa's head shot up, along with everyone else's in the class. In a corner of the room, a small fire alarm flashed and shrieked its warning. Naturally, some students started cheering while some pretended to be scared. The rest just looked surprised and waited. Lissa's instructor also looked a little caught off guard, and after a quick examination, Lissa decided this wasn't a planned alarm. Teachers usually had a heads-up when there were drills, and Ms. Malloy didn't wear the usual weary expression teachers had when trying to figure out how much time the drill would cut from their lessons. â€Å"Up and at 'em,† said Ms. Malloy in annoyance, grabbing a clipboard. â€Å"You know where to go.† Fire drill procedure was pretty standard. Lissa followed the others and fell in step with Christian. â€Å"Did you set this up?† she teased. â€Å"Nope. Wish I had, though. This class is killing me.† â€Å"You? I have the worst headache ever.† He gave her a knowing grin. â€Å"Let that be a lesson to you, Little Miss Lush.† She made a face in return and gave him a light punch. They reached their class's meeting spot out on the quad and joined in the semblance of a line the others were trying to form. Ms. Malloy arrived and checked everyone off on her clipboard, satisfied no one had been left behind. â€Å"I don't think this was planned,† said Lissa. â€Å"Agreed,† said Christian. â€Å"Which means even if there's no fire, it might take a while.† â€Å"Well, then. No use waiting around, huh?† Christian and Lissa turned around in surprise at the voice behind them and saw Avery. She wore a purple sweater dress and black heels that seemed totally out of place on the wet grass. â€Å"What are you doing here?† asked Lissa. â€Å"Figured you'd be in your room.† â€Å"Whatever. It's so boring there. I had to come liberate you guys.† â€Å"You did this?† asked Christian, slightly impressed. Avery shrugged. â€Å"I told you, I was bored. Now, come on while it's still chaotic.† Christian and Lissa exchanged glances. â€Å"Well,† said Lissa slowly, â€Å"I suppose they did already take attendance†¦Ã¢â‚¬  â€Å"Hurry!† said Avery. Her excitement was contagious, and, feeling bold, Lissa hurried after her, Christian in tow. With all the milling students, no one noticed them cutting across the campus-until they reached the outside of guest housing. Simon stood leaning against the door, and Lissa stiffened. They were busted. â€Å"Everything set?† Avery asked him. Simon, definitely the strong-and-silent type, gave a swift nod as his only answer before straightening up. He stuffed his hands into his coat pockets and walked off. Lissa stared in amazement. â€Å"He just†¦ he just let us go? And is he in on it?† Simon wasn't on campus as a teacher, but still†¦ that didn't necessarily mean he'd let students skip out on class because of a faked fire drill. Avery grinned mischievously, watching him go. â€Å"We've been together for a while. He's got better things to do than babysit us.† She led them inside, but instead of going to her room, they cut off to a different section of the building and went somewhere I knew well: Adrian's room. Avery beat on the door. â€Å"Hey, Ivashkov! Open up.† Lissa slapped a hand over her mouth to smother her giggles. â€Å"So much for stealth. Everyone's going to hear you.† â€Å"I need him to hear me,† Avery argued. She kept pounding on the door and yelling, and finally, Adrian answered. His hair stuck up at odd angles, and he had dark circles under his eyes. He'd drunk twice as much as Lissa last night. â€Å"What†¦?† He blinked. â€Å"Shouldn't you guys be in class? Oh God. I didn't sleep that much, did I?† â€Å"Let us in,† said Avery, pushing past. â€Å"We've got refugees from a fire here.† She flounced onto his couch, making herself at home while he continued staring. Lissa and Christian joined her. â€Å"Avery sprang the fire alarm,† explained Lissa. â€Å"Nice work,† said Adrian, collapsing into a fluffy chair. â€Å"But why'd you have to come here? Is this the only place that's not burning down?† Avery batted her eyelashes at him. â€Å"Aren't you happy to see us?† He eyed her speculatively for a moment. â€Å"Always happy to see you.† Lissa was normally pretty straitlaced about this kind of thing, but something about it amused her. It was so wild, so silly†¦ it was a break from all her recent worries. â€Å"It's not going to take them that long to figure it out, you know. They could be letting everyone in right now.† â€Å"They could be,† agreed Avery, putting her feet up on the coffee table. â€Å"But I have it on good authority that another alarm is going to go off in the school once they open the doors.† â€Å"How the hell did you manage that?† asked Christian. â€Å"Top secret.† Adrian rubbed his eyes and was clearly amused by this, despite the abrupt wake-up. â€Å"You can't pull fire alarms all day, Lazar.† â€Å"Actually, I have it on good authority that once they give the all-clear on a second alarm, a third's going to go off.† Lissa laughed out loud, though a lot of it was due more to the guys' reactions and less to Avery's announcement. Christian, in fits of antisocial rebellion, had set people on fire. Adrian spent most of his days drunk and chain-smoking. For a cute society girl like Avery to astonish them, something truly remarkable had to happen. Avery looked very pleased at having outdone them. â€Å"If the interrogation's over now,† she said, â€Å"aren't you going to offer your guests any refreshments?† Adrian stood up and yawned. â€Å"Fine, fine, you insolent girl. I'll make coffee.† â€Å"With a kick?† She inclined her head toward Adrian's liquor cabinet. â€Å"You have got to be kidding,† said Christian. â€Å"Do you even have a liver left?† Avery wandered over to the cabinet and picked up a bottle of something. She held it out to Lissa. â€Å"You game?† Even Lissa's morning rebelliousness had limits. The wine headache still throbbed in her skull. â€Å"Ugh, no.† â€Å"Cowards,† said Avery. She turned back to Adrian. â€Å"Well then, Mr. Ivashkov, you'd best put on the pot. I always like a little coffee with my brandy.† Not long after that, I faded away from Lissa's head and drifted back into my own, returning to the blackness of sleep and ordinary dreams. It was short-lived, however, seeing as a loud pounding soon jerked me into consciousness. My eyes flew open, and a deep, searing pain shot through the back of my skull-the aftereffects of that toxic vodka, no doubt. Lissa's hangover had nothing on mine. I started to close my eyes, wanting to sink back under and let sleep heal the worst of my pain. Then, I heard the pounding again -and worse, my whole bed shook violently. Someone was kicking it. Opening my eyes again, I turned and found myself staring into Yeva's shrewd dark eyes. If Sydney had met many dhampirs like Yeva, I could understand why she thought our race were minions of hell. Pursing her lips, Yeva kicked the bed again. â€Å"Hey,† I cried. â€Å"I'm awake, okay?† Yeva muttered something in Russian, and Paul peered around from behind her, translating. â€Å"She says you're not awake until you're actually out of bed and standing up.† And with no more warning, that sadistic old woman continued kicking the bed. I jerked upright, and the world spun around me. I'd said this before, but this time, I really meant it: I was never going to drink again. No good ever came from it. The covers looked awfully tempting to my agonized body, but a few more kicks from Yeva's pointy-toed boots made me shoot up off the bed. â€Å"Okay, okay. Are you happy now? I'm up.† Yeva's expression didn't change, but at least she stopped with the kicking. I turned to Paul. â€Å"What's going on?† â€Å"Grandmother says you have to go with her.† â€Å"Where?† â€Å"She says you don't need to know.† I started to say that I wasn't following that crazy old wench anywhere, but after one look at her scary face, I thought better of it. I didn't put it past her to be able to turn people into toads. â€Å"Fine,† I said. â€Å"I'll be ready to go once I shower and change.† Paul translated my words, but Yeva shook her head and spoke again. â€Å"She says there's no time,† he explained. â€Å"We have to go now.† â€Å"Can I at least brush my teeth?† She allowed that small concession, but a change of clothes was apparently out of the question. It was just as well. Each step I took made me feel woozy, and I probably would have passed out doing something as complicated as dressing and undressing. The clothes didn't smell or anything either; they were mostly just wrinkled from where I'd fallen asleep in them. When I got downstairs, I saw that no one else was awake except Olena. She was washing leftover dishes from last night and seemed surprised to see me up. That made two of us. â€Å"It's early for you, isn't it?† she asked. I turned and caught sight of the kitchen clock. I gasped. It was only about four hours after I'd gone to bed. â€Å"Good God. Is the sun even up?† Amazingly, it was. Olena offered to make me breakfast, but again, Yeva reiterated our time crunch. My stomach seemed to simultaneously want and loathe food, so I couldn't say if abstaining was a good thing or not. â€Å"Whatever,† I said. â€Å"Let's just go and get this over with.† Yeva walked into the living room and returned a few moments later with a large satchel. She handed it to me expectantly. I shrugged and took it, hanging it over one shoulder. It clearly had stuff in it, but it wasn't that heavy. She went back out to the other room and returned with another tote bag. I took this one too and hung it over the same shoulder, balancing both of them. This one was heavier, but my back didn't complain too much. When she left for a third time and returned with a giant box, I started to get irate. â€Å"What is this?† I demanded, taking it from her. It felt like it had bricks in it. â€Å"Grandmother needs you to carry some things,† Paul told me. â€Å"Yes,† I said through gritted teeth. â€Å"I sort of figured that out fifty pounds ago.† Yeva gave me one more box, stacking it on top of the other. It wasn't as heavy, but by this point, it honestly didn't matter. Olena shot me a sympathetic look, shook her head, and returned silently to her dishes, apparently not about to argue with Yeva. Yeva set off after that, and I followed obediently, trying to both hold the boxes and not let the bags fall off my shoulder. It was a heavy load, one my hungover body really didn't want, but I was strong enough that I figured it wouldn't be a problem to get into town or wherever she was leading me. Paul ran along at my side, apparently there to let me know if Yeva found anything along the road she wanted me to carry too. It seemed like spring was charging into Siberia far faster than it ever did into Montana. The sky was clear, and the morning sun was heating things up surprisingly fast. It was hardly summer weather, but it was definitely enough to notice. It would have made very uncomfortable walking weather for a Moroi. â€Å"Do you know where we're going?† I asked Paul. â€Å"No,† he said cheerfully. For someone so old, Yeva could move at a pretty good pace, and I found myself having to hurry to keep up with her with my load. At one point, she glanced back and said something that Paul translated as, â€Å"She's kind of surprised that you can't move faster.† â€Å"Yeah, well, I'm kind of surprised that no one else can carry any of this.† He translated again: â€Å"She says if you're really such a famous Strigoi killer, then this shouldn't be a problem.† I was filled with great relief when downtown came into sight†¦ only we kept walking past it. â€Å"Oh, come on,† I said. â€Å"Where the hell are we going?† Without giving me a backward glance, Yeva rattled off something. â€Å"Grandmother says Uncle Dimka never would have complained so much,† Paul said. None of this was Paul's fault; he was just the messenger. Yet, every time he spoke, I kind of wanted to kick him. Nonetheless, I kept carrying my burden and didn't say anything else for the rest of the walk. Yeva was right to a certain extent. I was a Strigoi hunter, and it was true that Dimitri would have never complained about some old lady's crazy whims. He would have done his duty patiently. I tried to summon him up in my mind and draw strength from him. I thought about that time in the cabin again, thought about the way his lips had felt on mine and the wonderful scent of his skin when I'd pressed closer to him. I could hear his voice once more, murmuring in my ear that he loved me, that I was beautiful, that I was the only one†¦ Thinking of him didn't take away the discomfort of my journey with Yeva, but it made it a little more bearable. We walked for almost an hour more before reaching a small house, and I was ready to fall over in relief, soaked in sweat. The house was one floor, made of plain, weatherworn brown boards. The windows, however, were surrounded on three sides by exquisite, highly stylized blue shutters overlaid with a white design. It was that same sort of flashy use of color I'd seen on the buildings in Moscow and Saint Petersburg. Yeva knocked on the door. At first there was only silence, and I panicked, thinking we'd have to turn right around and head back. Finally, a woman answered the door-a Moroi woman. She was maybe thirty, very pretty, with high cheekbones and strawberry-blond hair. She exclaimed in surprise at seeing Yeva, smiling and greeting her in Russian. Glancing over at Paul and me, the woman quickly stepped aside and gestured us in. She switched to English as soon as she realized I was American. All these bilingual people were kind of amazing. It wasn't something I saw very often in the U.S. She pointed to a table and told me to set everything there, which I did with relief. â€Å"My name's Oksana,† she said, shaking my hand. â€Å"My husband, Mark, is in the garden and should be in soon.† â€Å"I'm Rose,† I told her. Oksana offered us chairs. Mine was wooden and straight-backed, but at that moment, it felt like a down-filled bed. I sighed happily and wiped the sweat off my brow. Meanwhile, Oksana unpacked the things I'd carried. The bags were filled with leftovers from the funeral. The top box contained some dishes and pots, which Paul explained had been borrowed from Oksana some time ago. Oksana finally reached the bottom box, and so help me, it was filled with garden bricks. â€Å"You have got to be kidding,† I said. Across the living room, Yeva looked very smug. Oksana was delighted by the gifts. â€Å"Oh, Mark will be happy to have these.† She smiled at me. â€Å"It was very sweet of you to carry these that whole way.† â€Å"Happy to help,† I said stiffly. The back door opened, and a man walked in-Mark, presumably. He was tall and stockily built, his graying hair indicating an age greater than Oksana's. He washed his hands in the kitchen sink and then turned to join us. I nearly gasped when I saw his face and discovered something stranger than the age difference. He was a dhampir. For a moment, I wondered if this was someone else and not her husband, Mark. But that was the name Oksana introduced him with, and the truth hit me: a Moroi and dhampir married couple. Sure, our two races hooked up all the time. But marriage? It was very scandalous in the Moroi world. I tried to keep the surprise off my face and behave as politely as I could. Oksana and Mark seemed very interested in me, though she did most of the talking. Mark simply watched, curiosity all over his face. My hair was down, so my tattoos couldn't have given away my unpromised status. Maybe he was just wondering how an American girl had found her way out to the middle of nowhere. Maybe he thought I was a new blood whore recruit. By my third glass of water, I began to feel better. It was around that time that Oksana said we should eat, and by then, my stomach was ready for it. Oksana and Mark prepared the food together, dismissing any offers of help. Watching the couple work was fascinating. I had never seen such an efficient team. They never got in each other's way and never needed to talk about what needed doing next. They just knew. Despite the remote location, the kitchen's contents were modern, and Oksana placed a dish of some sort of potato casserole in the microwave. Mark's back was to her while he rummaged in the refrigerator, but as soon as she hit start, he said, â€Å"No, it doesn't need to be that long.† I blinked in surprise, glancing back and forth between them. He hadn't even seen what time she'd selected. Then I got it. â€Å"You're bonded,† I exclaimed. Both looked at me in equal surprise. â€Å"Yes. Didn't Yeva tell you?† Oksana asked. I shot a quick look at Yeva, who was again wearing that annoyingly self-satisfied look on her face. â€Å"No. Yeva hasn't been very forthcoming this morning.† â€Å"Most everyone around here knows,† Oksana said, returning to her work. â€Å"Then†¦ then you're a spirit user.† That made her pause again. She and Mark exchanged startled looks. â€Å"That,† she said, â€Å"is not something that's widely known.† â€Å"Most people think you haven't specialized, right?† â€Å"How did you know?† Because it was exactly how it had been for Lissa and me. Stories of bonds had always existed in Moroi folklore, but how bonds formed had always been a mystery. It was generally believed they â€Å"just happened.† Like Oksana, Lissa had generally been regarded as a non-specializing Moroi-one who didn't have any special ability with one element. We realized now, of course, that bonding only occurred with spirit users, when they saved the lives of others. Something in Oksana's voice told me she wasn't really all that surprised I knew. I couldn't figure out how she'd realized that, however, and I was too stunned by my discovery to say anything else. Lissa and I had never, ever met another bonded pair. The only such two we knew about were the legendary Vladimir and Anna. And those stories were shrouded by centuries of incomplete history, making it difficult to know fact from fiction. The only other leads we had to the world of spirit were Ms. Karp-a former teacher who went insane-and Adrian. Until now, he had been our biggest discovery, a spirit user who was more or less stable-depending on how you looked at it. When the meal was ready, spirit never came up. Oksana led the conversation, keeping to light topics and jumping between languages. I studied her and Mark as I ate, looking for any signs of instability. I saw none. They seemed like perfectly pleasant, perfectly ordinary people. If I hadn't known what I did, I would have had no reason to suspect anything. Oksana didn't seem depressed or unhinged. Mark hadn't inherited that vile darkness that sometimes seeped into me. My stomach welcomed the food, and the last of my headache faded away. At one point, though, a strange sensation swept through me. It was disorienting, like a fluttering in my head, and a wave of heat and then ice coursing through me. The feeling disappeared as quickly as it came on, and I hoped it'd be the last of that demon vodka's ill effects. We finished eating, and I jumped up to help. Oksana shook her head. â€Å"No, there's no need. You should go with Mark.† â€Å"Huh?† I asked. He dabbed at his face with a napkin and then stood up. â€Å"Yes. Let's go out to the garden.† I started to follow, then paused to glance back at Yeva. I expected her to chastise me for abandoning the dishes. Instead, I found no smug or disapproving looks. Her expression was†¦ knowing. Almost expectant. Something about it sent a shiver down my back, and I recalled Viktoria's words: Yeva had dreamed of my arrival. The garden Mark led me to was much bigger than I expected, enclosed in a thick fence and lined with trees. New leaves hung on them, blocking the worst of the heat. Lots of bushes and flowers were already in bloom, and here and there, young shoots were well on their way to adulthood. It was beautiful, and I wondered if Oksana had had a hand in it. Lissa was able to make plants grow with spirit. Mark gestured me over to a stone bench. We sat down side by side, and silence fell. â€Å"So,† he said. â€Å"What would you like to know?† â€Å"Wow. You don't waste time.† â€Å"I don't see any point in it. You must have lots of questions. I'll do my best to answer.† â€Å"How did you know?† I asked. â€Å"That I'm shadow-kissed too. You did, right?† He nodded. â€Å"Yeva told us.† Okay, that was a surprise. â€Å"Yeva?† â€Å"She can sense things†¦ things the rest of us can't. She doesn't always know what she's sensing, however. She only knew there was a strange feel to you, and she'd only ever felt that around one other person. So she brought you to me.† â€Å"Seems like she could have done that without me having to carry a household's worth of stuff.† This made him laugh. â€Å"Don't take it personally. She was testing you. She wanted to see if you're a worthy match for her grandson.† â€Å"What's the point? He's dead now.† I nearly choked on the words. â€Å"True, but for her, it's still important. And, by the way, she does think you're worthy.† â€Å"She has a funny way of showing it. I mean, aside from bringing me to meet you, I guess.† He laughed again. â€Å"Even without her, Oksana would have known what you are as soon as she met you. Being shadow-kissed has an effect on the aura.† â€Å"So she can see auras too,† I murmured. â€Å"What else can she do? She must be able to heal, or you wouldn't be shadow-kissed. Does she have super-compulsion? Can she walk dreams?† That caught him off guard. â€Å"Her compulsion is strong, yes†¦ but what do you mean, walk dreams?† â€Å"Like†¦ she'd be able to enter someone else's mind when they're asleep. Anyone's mind-not just yours. Then they could have conversations, just as if they were together. My friend can do it.† Mark's expression told me that was news to him. â€Å"Your friend? Your bondmate?† Bondmate? I'd never heard that term. It was weird-sounding, but it made sense. â€Å"No†¦ another spirit user.† â€Å"Another? How many do you know?† â€Å"Three, technically. Well, four now, counting Oksana.† Mark turned away, staring absentmindedly at a cluster of pink flowers. â€Å"That many†¦ that's incredible. I've only met one other spirit user, and that was years ago. He too was bonded to his guardian. That guardian died, and it ripped him apart. He still helped us when Oksana and I were trying to figure things out.† I braced myself for my own death all the time, and I feared for Lissa's. Yet it had never occurred to me just what it would be like with a bond. How would it affect the other person? What would it be like to have a gaping hole, where once you'd been intimately linked to someone else? â€Å"He never mentioned walking dreams either,† Mark continued. He chuckled again, friendly lines crinkling up around his blue eyes. â€Å"I thought I would be helping you, but maybe you're here to help me.† â€Å"I don't know,† I said doubtfully. â€Å"I think you guys have more experience at this than we do.† â€Å"Where's your bondmate?† â€Å"Back in the U.S.† I didn't have to elaborate, but somehow, I needed to tell him the whole truth. â€Å"I†¦ I left her.† He frowned. â€Å"Left as in†¦ you simply traveled? Or left as in you abandoned her?† Abandoned. The word was like a slap in the face, and suddenly, all I could envision was that last day I'd seen her, when I'd left her crying. â€Å"I had things to do,† I said evasively. â€Å"Yes, I know. Oksana told me.† â€Å"Told you what?† Now he hesitated. â€Å"She shouldn't have done it†¦ She tries not to.† â€Å"Done what?† I exclaimed, uneasy for reasons I couldn't explain. â€Å"She, well†¦ she brushed your mind. During brunch.† I thought back and suddenly recalled the tickling in my head, the heat rolling over me. â€Å"What does that mean exactly?† â€Å"An aura can tell a spirit user about someone's personality. But Oksana can also dig further, reaching in and actually reading more specific information about a person. Sometimes she can tie that ability into compulsion†¦ but the results are very, very powerful. And wrong. It's not right to do that to someone you have no bond with.† It took me a moment to process that. Neither Lissa nor Adrian could read the thoughts of others. The closest Adrian could come to someone's mind was the dream walking. Lissa couldn't do that, not even for me. I could feel her, but the opposite wasn't true. â€Å"Oksana could feel†¦ oh, I don't know how to explain it. There's a recklessness in you. You're on some sort of quest. There's vengeance written all over your soul.† He suddenly reached over and lifted my hair up, peering at my neck. â€Å"Just as I thought. You're unpromised.† I jerked my head back. â€Å"Why is that such a big deal? That whole town back there is filled with dhampirs who aren't guardians.† I still thought Mark was a nice guy, but being preached to always irritated me. â€Å"Yes, but they've chosen to settle down. You†¦ and others like you†¦ you become vigilantes of sorts. You're obsessed with hunting Strigoi on your own, with personally setting out to right the wrongs that whole race has brought down upon us. That can only lead to trouble. I see it all the time.† â€Å"All the time?† I asked, startled. â€Å"Why do you think guardian numbers are dwindling? They're leaving to have homes and families. Or they're going off like you, still fighting but answering to no one-unless they're hired to be bodyguards or Strigoi hunters.† â€Å"Dhampirs for hire†¦Ã¢â‚¬  I suddenly began to understand how a non-royal like Abe had gotten his bodyguards. Money could make anything happen, I supposed. â€Å"I've never heard of anything like that.† â€Å"Of course not. You think the Moroi and other guardians want that widely known? Want to dangle that in front of you as an option?† â€Å"I don't see what's so wrong with Strigoi hunting. We're always defensive, not offensive, when it comes to Strigoi. Maybe if more dhampirs set out after them, they wouldn't be such a problem.† â€Å"Perhaps, but there are different ways of going about that, some better than others. And when you're going out like you are-with a heart filled with sorrow and revenge? That's not one of the better ways. It'll make you sloppy. And the shadow-kissed darkness will just complicate things.† I crossed my arms over my chest and stared stonily ahead. â€Å"Yeah, well, it's not like I can do much about that.† He turned to me, expression surprised once more. â€Å"Why don't you just have your bondmate heal the darkness out of you?†

Political Theory Has Changed Over The History Of The World

Political theory has changed over the history of the discipline. Two of the most influential and arguably most important theorists are the Greek philosopher Plato, and the Renaissance’s Niccolo Machiavelli. These two characters represent the beginning of idealistic political thought, and a more realist and contemporary way that politics are looked at even today. The ideals of these two will be discussed and dissected, to some extent to show how unobtainable Plato’s ideal is compared to Machiavelli’s realism that is seen in today’s political atmosphere in various types of political systems seen throughout the world. Looking at Plato, you must understand where and what the timeframe he lived in. He was born in Classical Greece in the year 427. He was educated, sophisticate, wise, intelligent, and also wealthy. These were traits that in this time period put you at the top of societal elites. Plato was a very gifted orator and speaker, giving him the ability t o reason and discuss any topic really, with the ability to win arguments and persuade people. Due to his status in society, he was very idealistic and used this idealism to reason how a perfect society should be constructed and run. Plato discusses and sets forth his political ideal in the Republic. He uses platonic type writing in the book, using characters to discuss, make points and arguments about how to form such a society. The ideal city, or state even, is a model for how we as people look atShow MoreRelatedContemporary Mainstream Approaches : Neo Realism And Neo Liberalism1527 Words   |  7 Pages(neo-realism and neo-liberalism) In the previous chapters, we’ve taken a broad glance of Realism and Liberalism; in this chapter we take a look at the modern version of these political theories and their respective differences. Although Realism and Neo-realism are close in name, they aren’t that close in ideologies. 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