Eating Disorder Case Study: Chhaya Essay example -- Adolescent Role As

Chhaya is a senior in high school whose self identity problems began as a child with her mixed ethnic background. She blames her parents’ constant fighting (and threats of divorce) on her own behavior and, in turn, strives to become the perfect daughter. Chhaya consequently throws herself into her schoolwork where she repeatedly increases her goals despite the lack of disapproval of others. Social relationships and leisure activities are thrown to the wayside because Chhaya feels guilt whenever she experiences pleasure in non goal-directed activities. Although Chhaya has seemingly tried to control many aspects of her life, this tendency turned into an eating disorder, anorexia nervosa, after two major life events: finding out she did not receive valedictorian and the relationship with her first male interest ending. These events occurred within one month of each other at the end of Chhaya’s junior year in high school. Aside from her self-esteem and self-confidence plumm eting, Chhaya also felt worthless and out of control of her life. When she discovered that she is very good at losing weight, she began using restricting her dieting to an extreme. She has been hospitalized and is now receiving occupational therapy at the children’s hospital. In order to learn more about Chhaya’s roles, expectations, occupations, and the affect of these life aspects on her eating disorder, the occupational therapist used the Adolescent Role Assessment (Black, 1976) to interview Chhaya. This assessment is meant for clients who range in age from 13 to 17 years and has shown sufficient internal consistency reliability (0.75), test-retest reliability (0.91), and content validity (via a literature review of multiple areas of study) (Burke & Lomba, 200... ...onal Therapy 2nd ed (pp. 277-285). Thorofare, N.J.: Slack, Inc. Kazarian, S. S. & McCabe, S. B. (1991). Dimensions of social support in the MSPSS: Factorial structure, reliability, and theoretical implications. Journal of Community Psychology, 19, 150-160. Piers, E., Harris, D. B., & Herzberg, D. S. (2002). Piers-Harris children's self-concept scale, second edition. Los Angeles, CA: Western Psychological Services. Rigby, P., Cooper, B., Letts, L., Stewart, D., & Strong, S. (2005) Measuring environmental factors. In M. Law, C. Baum & W. Dunn (Eds.), Measuring Occupational Performance: Supporting Best  Practice in Occupational Therapy 2nd ed (pp. 315-344). Thorofare, N.J.: Slack, Inc. Zimet, G. D., Dahlem, N. W., Zimet, S. G. & Farley, G. K. (1988). The Multidimensional Scale of Perceived Social Support. Journal of Personality Assessment, 52, 30-41.

Essay --

According to our research, our analysis and our experiences, we can assume that the following statements could help us to have a better understanding on how and why there is such a big difference of suicide rate at workplace between two companies competing in the same sector: The following statements are based on Geert Hofstede organizational dimensions model and on Trompenaars and Hampden-Turner’s different researches about organizational culture and management style. Between those two research projects, not all of the statements would be relevant for our research, so we will highlight the ones that can give us some answers about the reason of a higher suicide rate in France Telecom than in Claro even though both are competing in the same sector. 1. Means vs Goal oriented culture This first aspect is directly related to the effectiveness of the organization. Hence, in a means oriented culture, people identify with the â€Å"how†, in other words, how they will carry on a project, while in a goal oriented culture, people identify with the â€Å"what†, that is to say that they need to achieve a specific task or results within the organization. According to our research, we can say that Claro (Colombia) is a means oriented culture while France Telecom (France) is a goal oriented culture, the â€Å"what† and the obsession of achieving goals no matter how, gives stress and pressure to the employee. â€Æ' 2. Internally driven vs externally driven With this aspect, the idea of satisfaction is not about the employee, but about the customer. In an internally driven culture, honesty and business ethics matters, while in an externally culture, the only important thing is to meet the customers’ requirements. In Colombia, the employee feel like that if they r... ...anagement orders, while the solar system tends to have an impersonal bureaucracy and a high individualism within the different management levels. 8. Deal vs relationship management In deal-oriented cultures, managers tend to focus on the task and on the project itself and want to keep the head down to business. At the extreme, some of those managers may even avoid discussions with their employees. France is a good example of deal oriented culture; indeed, managers care more about business than about people. On the other hand, in a relationship oriented culture, as it is in Colombia, managers care more about people and put value on relation with them. It is important for managers to build a trustworthy relationship with their employees and to get to know each of them in order to understand how each of them work and therefore create a nice atmosphere within the team.

Project Management Chapter Notes

These tools provide basic project management features and generally cost I than $200 per user. Smartened and tablet APS are available for much less, but the y often have Limited functionality. Low end tools are often recommended for small projects and single users. Most of these tools allow users to create Gaunt charts, which cannot be done easily us inning current productivity software. Midrange tools: A step up from low end tools, midrange tools are designed to handle larger rejects, multiple users, and multiple projects.All of these tools can produce Gaunt c harts and network diagrams, and can assist in critical path analysis, resource allocation, project tracking, and status reporting. Prices range from about $200 to $1,000 per user, or less per MO nth for online tools. Several tools require additional server software for using workup feat rues. Microsoft Project is still the most widely used project management software in this ca destroy, and t has an enterprise version, as desc ribed earlier and in Appendix A.Students and deed actors can purchase software like Microsoft Project at reduced prices from sites like www. Journey yet. Com ($139. 95 for Project Professional 2010 in 2012), and anyone can download a trial verse on from Microsoft's Web site. Many other suppliers also provide trial versions of their product Weighed tools: Another category of project management software is high end tools, sometimes referred to as enterprise project management software.These tools provide robust c abilities to handle very large projects and dispersed workups, and they have enterprise an d portfolio management functions that summarize and combine individual project information t o provide an enterprise view of all projects.

Product Mix and New Product Development Strategies Essay

The Coca-Cola versus Pepsi competition is perhaps the most well known rivalry in the history of marketing. Coke has long enjoyed the home field advantage, having become entrenched as the most popular and identifiable cola throughout the world. Although it has carved itself a substantial portion of the market, Pepsi has struggled to match the sales revenue of Coca-Cola; until recently. Although Pepsi has never come close to equaling Coke cola market share, they have become more aggressive and adept than Coke in cornering the non-carbonated beverage market. It is in this market that Pepsi is seeking to obtain a sustainable competitive advantage over Coke. It their quest to acquire and develop new products, will the use of the PTSTP method help Pepsi develop new products in order to obtain a sustainable competitive advantage?A product is defined in three levels; core, actual, and augmented. The core of the product is the benefit it offers the consumer. For the example of colas, it could be refreshment, energy (sugar and caffeine), alertness, or just pleasure. The soda itself is the actual product. The augmented product for a cola could be the recognition and status gains perceived by drinking that particular brand. Or it could even be the weight loss from sticking to diet colas. For the development of new products, we first need to identify what consists of a new product. There are six categories of new products:1.New-To-The-World. This is a product that has no like product offered elsewhere. For example, when the first personal computer was offered to the public, this would be a new product. 2.New Product Lines. This is when similar products exist, possibly even under the same brand, but a new line of the product offers some tangible difference to those products already offered. For example, offering diet colas in addition to regular colas under the same brand. 3.Product Line Additions. This is the addition of a product that is directly related to one offered. For example, offering Vanilla Coke for sale alongside Coke. 4.Improvements/Revisions. This is a product which has already been offered,  but some change or revision has been made to the products properties. For example: New Coke, or anything labeled â€Å"new and improved.†5.Repositioned Products. The same product offered in a new market or directed towards a new target market. For example Pepsi bringing Sabritas chips into the US to target the Hispanic market. 6.Lower-Priced Products. This is simply reducing the price of an existing product to stimulate sales. New products affect the product mix of a company. Product mix is generally defined as â€Å"the total composite of products offered by a particular organization.† The product mix includes both individual products and product lines. A product line is a group of products which are closely related by function, customer base, distribution, or price range. To use Pepsi as an example, Pepsi’s product mix includes beverages and potato chips. The beverage product line consists of carbonated, non-carbonated, and water. Pepsi, Gatorade, and Aquafina all are individual products. PTSTP is a mnemonic for the five step process underlying Target Marketing and Positioning. The five steps are as follows:1.Identify competitive Products. 2.Define the Target market. 3.Determine the basis for Segmentation. 4.Determine if any Target markets are underserved. 5.Develop a Product for the underserved market. By using this method, a company can identify a gap in a particular market segment. This gap may be present because there is no product to fill it, or because the current product is reaching the end of its life-cycle, thus creating an opportunity for new growth. To answer the previous question, we will contrast the PTSTP method to Coca-Cola and Pespi’s development of the non-carbonated beverage market. Pepsi has continually struggled to match Coke’s market share in colas and other carbonated beverages. Coke enjoys a 44% slice of the market compared to Pepsi’s 32%. During their 108 year rivalry, Pepsi has never come close to selling as much soda as Coke. Much of this is due to Coke’s brand recognition. Although in 2006 Pepsi, for the first time, beat Coke in beverages sold. This was due to Pepsi’s embracement of the non-carbonated beverage market, where it led the market with a 24% share over Coke’s 16%. Pepsi was able to recognize and take advantage of the growing non-carbonized market much earlier than Coca-Cola. Although cola sales have recently stagnated to less than 1% growth, non-carbonated beverages grew 8% in 2004. Much of the failure of Coke to expand into this market can be traced back to the stubbornness of Coke executives to expand beyond the soda market. Coke had an opportunity to acquire Quaker Oats in the 1990’s, but passed on the opportunity. Instead, Pepsi acquired Quaker Oats in 2001. Among Quaker Oats assets were Gatorade and Snapple, both leaders in their markets. Although these product lines were already established, they represented new products to Pepsi, as they represented Pepsi’s introduction into the non-carbonated beverage market. As a result, Pepsi owns a commanding lead in the sports drink market, with Gatorade holding an 80% share to Coke’s Powerade at 15%. Until 2001, Coca-Cola had been reluctant to embrace new products. They were not willing to extend their company and take the chance in the non-carbonated market, until they saw the success Pepsi was having. In addition to passing up on Quaker Oats, Coke lost a bidding war for the Sobe line of enhanced juices, and their bid for the Planet Java line of coffees and teas was not embraced by their independent bottlers. However, since 2000 Coke has been actively seeking new products in this market, including the acquisition of the successful Minute Maid juice line. The difference in philosophy has made the difference for Pepsi. In fact, losing the cola wars may have been the best thing for Pepsi. This forced Pepsi to look outside the soda realm in order to increase profits. As Pepsi’s CEO, Steven Reinemund believes that his company’s growth is due to their constant quest for change, that â€Å"Innovation is what consumers are  looking for, particularly in the small, routine things of their life.† Pepsi’s willingness to embrace new product lines has given them the edge over Coke for the first time in history. Their offerings of Quaker Oats’ beverages, Sobe, and Aquafina have all been firsts for a soda company. As a result, they have gained the brand recognition over Coke’s subsequent offerings, leading to an increased market share. In order for Pepsi to maintain their competitive advantage over Coke, they need to follow the advice of Reinemund, by remaining innovative. PTSTP can help them sustain this advantage. By identifying potential markets, and developing products for these markets, they can continue to capture new market shares. The beverage market is saturated with options for the consumer, with new products appearing everyday. Many of these products are variations on existing products. For example, energy drinks have become very popular in the past few years. As a result the market has become flooded with options. It will become increasingly difficult to introduce new products in this category. By using PTSTP, Pepsi can identify a new niche in this market, or a different market to exploit. Using the energy drinks as an example, the competitors range from Fuze, Red Bull, and many others. By defining the target market, they can identify that the same demographics both tend to buy sodas and energy drinks. Pepsi can then segment the market into young males (18-30). They then determine that the target market of combined soda energy drinks is underserved. They then develop a product to serve this market. Thus Pepsi Max is born. By using PTSTP, Pepsi has created a new product in soda energy drinks, Pepsi Max. It is this type of creativity and innovation that is embraced by Reinemund, and will serve to keep Pepsi with a sustained competitive advantage over Coke. Only by using a method such as PTSTP, can underserved markets be identified and exploited. References 1. http://business.enotes.com/business-finance-encyclopedia/product-mix2. Brady, Diane (). A Thousand and One Noshes: How Pepsi deftly adapts products to changing consumer tastes. Business Week. 14 Jun 20043. Foust, Dean. Things Go Better With †¦ Juice: Coke’s new CEO will have to move quickly to catch up in noncarbonated drinks. Business Week. 17 May 20044. Brooker, Katrina. How Pepsi outgunned Coke: Losing the cola wars was the best thing that ever happened to Pepsi — while Coke was celebrating, PEP took over a much larger market. FORTUNE 1 Feb 2006http://money.cnn.com/2006/02/01/news/companies/pepsi_fortune/index.htm5. http://www.marketingteacher.com/Lessons/lesson_three_levels_of_a_product.htm

What Are The Most Important Issues Discussed In The EU-Russia Dialogue

In your opinion, what are the most important issues discussed in the EU-Russia dialogue, and why? How can the problems in the relations be solved? Experts believe that today Brussels and Moscow go through worst times in the history of bilateral relations. On the one hand, both sides are interested in collaboration, development of joint projects and strengthening of friendly ties. But on the other hand it’s really hard to come to a mutually agreeable solution, because of strained relations between Russia and individual EU member states and unwillingness to listen to each other. The most contentious issues for both sides are:visa-free arrangements; violation of human rights; economic and energy cooperation.Discussions about first issue last long and one can’t say when they will come to the end. EU concerns about it are understandable, because in the case of visa-free regime a lot of immigrants from former USSR will captivate Europe. And not only them, but also criminals w ill come there. As to second problem, there is contradictory point of view. On the one hand, Russia is independent state with own laws and rules and nobody can intervene in its affairs.But also we shouldn’t forget that Russia signed lots of conventions and treaties, dedicated to different aspects of human rights, and it has to adhere them. The last one is very important for both sides. Statistics say that more than half of Russian foreign trade accrues to European Union. At the same time Russia is the partner number three for EU economy. And the problem of energy supplies is still actual. Solutions:To tell the truth, problems between EU and Russia can’t be solved in one moment. It will take a lot of time, energy, lots of mutual agreements before they will be able to settle their problem. Also from my point of view, both sides should forget about egoism and try to understand that now when whole world is globalised and interdependent the most precious skill for all state s is to make concessions.

Perdue Case Analysis Essay

Perdue, in the case, seems to have the biggest dilemma: to enter or to not enter the industry of chicken hot dogs. But even within that dilemma, Perdue is faced with even more petty dilemmas should they decide to get into chicken hot dogs or not. In this paper, I do not intend to give a summary of the case and will not beat around the bush by giving my analysis and recommendations spot on. Judging from the facts and figures provided for by the case, I strongly believe that Perdue should get into chicken hot dogs. Why chicken hot dogs The first reason why I believe that Perdue should enter the scene is due to the fact that Perdue has a very good brand perception. From the case, when Poole blind tested consumers, Perdue proved to be an even better brand than the leader, Oscar Mayer. The fact that Perdue hasn’t really gone serious into hot dogs and was still the more preferred, gives us an idea that the brand itself is very crucial or would somewhat suffice when it comes to marketing. Perdue is a brand that is trusted by consumers, only, the brand hasn’t risked much to meet that valuable trust halfway. Another reason why they should venture into the hot dog industry is the stark difference of Perdue from other competitors: everyone has gone to processing foods. Perdue is still tagging behind, heavily dependent on its superb yellow chicken that is not even prepackaged. While they are at an advantage for now because processed meat products would need the supply of raw meat, Perdue should also take into s erious consideration that the competitors will soon have to acquire, and they will, their own supply of chickens through hatcheries. The high demand of processed food will push the competitors to buy out supply to sustain the business. This trend in the industry must be thought over by the Perdue management. They cannot be a brand that is resistant to change, even if they claim to be a very strong one. With that, Perdue has since been at the backburner. Their supply of chickens for the franks is not even enough simply because they are not into the hot dogs business. Competitors will soon gain their own hatcheries and will unseat Perdue in no time. In connection to that, Perdue lacks the facilities for growth. They cannot pack chickens like other poultry companies do for grocers and they do not have the capacity to process the meat into franks. This very much limits Perdue. They have been forever an old provider of fresh chicken and that is all they are about. While it is not entirely wrong, I just think that Perdue should use its good brand image to take chances and without having to necessarily tarnish their good image which they have acquired over a long time. Next, venturing into chicken hot dog does not mean that they have to face the same problems they are having with their current business. Distribution would be not constricting anymore. They can go institutional because that’s the way it’s supposed to be. Lastly, Perdue is competing in a market wherein they have always been stagnantly leading and growing. To think about it, Perdue is stagnating as a company. It has been stuck with the same business for long, as if that is what they can only do with chickens. They are only at retail level, again emphasizing the fact that they are very dependent on this type of business. The reason why they do not do institutional is the fact that they have no means to. But with the chicken franks, they can venture into that segment because they would have to sell the processed meat in places where people usually buy them from: supermarkets. The expansion or growth problem can be solved then. (See The 4P’s on page 6) But Perdue hesitates. They cannot be always like this because a good company accepts change, else it will die out. Perdue, I strongly predict will soon die out. Not all brands can be successful and still be rebellious of some kind, refusing to conform to the industry trends. Entering into the Chicken hot dog industry Even with the strong contentions, I see where the Perdue management is coming from. They’re not experts in the hot dog industry and even after having formulated the best chicken hot dog, dubbed as in the case as â€Å"better than Oscar Mayer†, the smaller dilemmas still prove to be risky to be uncertain of the answers for. So here goes my proposition for Perdue when entering into the chicken hot dog industry. Be autonomous First, I think that rather than leasing two facilities to make the franks, they should just buy their own plants. If Perdue cares so much about their image, how can they risk still leasing out facilities which in turn produce franks different from the desired prototype? Isn’t that an even bigger risk? Destroying the trust and in turn the relationship with the consumers will fatalize Perdue’s very good brand image. If I were a Perdue fan, I would be sad to know that they do not make their own hot dogs and thus, nullifying all the good things I associate them with. Frank Perdue’s three requirements for the would-be hot dog should be followed, after all, father knows best. The franks should be better and costs will definitely be covered by the revenues (as a complete product recall is so much more expensive in the long run than acquiring equipments). I think this is what they have to consider first and foremost. Moreover, judging from the industry and its players which Poole described as terrible or companies that didn’t do much advertising but still made a hit in the industry, the chicken hot dog industry has minimal entry barriers. Longacre and Weaver should be their example. If it was easy for such unknown firms to flourish, how much more for an established brand like Perdue? Another reason why they should have plants is because their competitors do and in the long run, Perdue will lose out in this game of processing costs. More importantly, it has been reiterated in the case that even the supply will need to catch up with the demand. With those projections, production is of utmost importance. Hence, all the more reason to have their own equipments or plants. With that, they have more control over production and of the quality, of course. A very good reason why they are better off entering the chicken hot dog market with their own equipments or plants is that they can tailor-fit their production according to their franks’ needs. Cockrel meat is necessary for the formulated frank, but it is hard to process and needs a stronger machine or else, production costs will increase due to excess capacity, second shifts and will be burdensome due to the very high demand. So that in the case, Moriarty or Perdue need not compromise on the prototype in order to solve other less important issues than product quality. Defy the odds MDM is 85% of the Perdue frank. However, as how this was pointed out in the case, MDM can spell a big difference because it might destroy the brand image Perdue has and of course, it might lessen their power to demand for a premium. But according to studies and official food and drug authorities, MDM is actually safe. There were really just some few extreme cases where negligence gave it all the negative impact. If MDM standards were followed by all, coupled with an extra effort to really not put the consumers to harm by not including meat that cannot be used anymore (because it is worse than scrap already), then people wouldn’t care as much. We all have to know that we eat mostly processed food and not really organic. Even strawberries are dangerous to eat, even more dangerous to eat than a hotdog. The market is very quick to judge that a slight mistake will be detrimental to the industry. Yet they fail to recognize the fact that even the supposedly healthy foods we strive to eat every day have their own impurities. In this case, I think Perdue should push through with their tested prototype. If the taste is better, the people will buy it. Moreover, this is not in the business of supplying fresh chicken meat anymore, this is in the processed meat industry already. And processing meat has to have some impurities but Perdue should limit it to MDM. I think the Perdue management have some erroneous thinking about this case. They automatically equate using MDM as destroying their customer’s loyal base. MDM does not mean that Perdue put some hormones in their chicken. It does not also mean that they changed them in every bit of way. The franks will still be 100% Perdue meat! MDM is just a matter of getting the meat, a processing that anyone in the industry should strategically do. But because there are some stubborn consumer groups who know better than to mind the â€Å"healthy† foods they are eating, Perdue has to counter this possible dulling of brand image too. But this is where Perdue should put its good brand image to use and for marketing sake. The Perdue chicken hot dog The Perdue chicken frank should be processed very sternly, following all the necessary rules and restrictions and should be 100% Perdue meat. The frank should also have nutrients present in chicken and in bone marrows such as iron and the recommended doses of calcium. The frank also has to be exactly the same as the tested prototype because it is supposed to be made of 100% Perdue chicken, and Perdue chicken is the best-tasting, so the frank should be the best in taste too. (see The 4P’s on page 6) Marketing The 4P’s Product * Exactly the same as the prototype * Not devoid of natural nutrients of the chicken and bone (iron and calcium) * 100% Perdue chicken * Cannot be compromised (the ingredients) so as to minimize costs * No second-class of the product to retain Perdue’s good brand image| Place * Distribution (include concessionary) can be expanded because this is entirely a different industry already: processed meat * Not just in the current market of Perdue, but in all other places as where the competitors are (supermarkets)| Price * The recommended price for them to profit at $1.23 per pound| Promotion * Should be promoted by showing off the frank’s attributes not found in the competitors’ * Should emphasize the fact that it is â€Å"carefully processed†, even if it contains MDM meat The marketing will be driven in such a way that Perdue’s stand on having the best chickens is utilized in a different manner: this time the best in quality for chicken hot dogs. Perdue should do a lot of reassuring. Perdue can even make a story just to set the mood: that hot dogs are unhealthy, but cheap and easy to cook that’s why people love them. But Perdue cannot bear the fact that its consumers are not eating healthy or are being cheated on. Hence, the Perdue chicken frank! Perdue can maintain and even expand its horizons by getting into chicken hot dog. They just have to use the right words in their packaging such as â€Å"100% Perdue chicken† and â€Å"passed all processing codes† and they can even go so far as employing a research institute to assure consumers, particularly loyal customers that Perdue hot dog is actually different from the rest. Think of Safeguard with PAMET and other shampoo brands each to their own hair gurus. The marketing should be aggressive and should focus more on how these chicken franks is a product of Perdue so that one will only expect the best from it. Perdue can also have Mr. Perdue to be in an ad, the same way that got their loyal customers hooked. Since Perdue had the highest advertising-to-sales ratio, I think that Perdue’s ads are very critical to this project’s success. Instead of focusing on the quality of chickens for the ad, this time, Mr. Perdue can say about how Perdue thanks its loyal customers for their ever strong support and that the company is expanding by doing different products, such as this chicken frank. He can also go on to say that in Perdue, everything that they make is of superior taste and quality, just like the chickens they sell. I also propose the tagline: â€Å"Only the best chickens make great franks. Only Perdue can.† Positioning So the crucial question is whether this new chicken frank should be positioned as an entirely new product or as an alternative to conventional meat hot dogs. I think that Perdue should position it as the latter. Poultry is far healthier than pork and beef, and chicken franks are not that main stream yet. So, Perdue’s goal of reaching out to the light-users and non-users who are wary of hot dog nutritional content will be realized through this. They should position the Perdue frank like this because I believe this is in line with Perdue’s motto of providing only fresh quality chickens. This will help them maintain if not better their brand image while expanding to this other business of chicken hot dog. Positioning it as a new product is futile in a way because there are companies that have been selling chicken franks. So putting it as new is much more challenging and does not really bring about substantial benefits to the company. Perdue is not known for innovating things, it is known for its superior quality of chickens and it is in line with this that they should propose a favorite food, a frank, that is very much attached to their philosophy as a company. The real chicken is Perdue Perdue risks its growth by thinking too much on maintaining their brand image and their finances in the wrong way. They are afraid to move forward, fearing that they may not be ready for such a launch but also failing to realize that staying under the shadows will make the brand lacklustre. They prefer to risk growth for conventional wisdom that is obsolete. While Perdue can remain to be as it is, competitors will soon become like them and even much more with the franks. It is a no-brainer that the competitors will do some backward and vertical integration too. ——————————————– [ 2 ]. Johnson, Mark H. â€Å"Perdue Farms, Incorporated.† Diss. Darden Graduate School of Business Administration, University of Virginia, 1978. University of Virginia Darden School Foundation. p.19

Barn Burning Essay -- Literary Analysis, William Faulkner

The conflictions of the Snopes family in this story are of anger, fear, and despair. Abner Snopes, the father, is an angry man. He believes that he is always right, he is abusive, and is always being short-changed by life. Even though his wife is impartial to his actions, she looks at him with an â€Å"anxious face at his shoulder,† which describes how weary she is when in the presence of her husband (Faulkner 1961). Sarty’s whole family lives under a blanket of fear and anxiety due to his father’s insecurities, and resentment for people who belittle him. Sarty’s older brother is easily impressed, and follows their father’s manipulative ways of dysfunction: the brother said â€Å"Better tie him to the bedpost† (Faulkner 1965). Abner uses manipulations and violence to keep them in a sense of hopelessness and fear, never feeling safe. Sarty is too immature to put his young thoughts into words, thinking â€Å"They are safe from him. People wh ose lives are a part of this peace and dignity are beyond pain’s rifle. He cries out for his dead father as a young child would, but makes an adult decision to run away from everything and his family. Sarty ran into the woods for safety. He never knew how long he kept running away from the despair and fear of the choices that he and his father made that day. Little did Sarty recognize that running through that door at the de Spain mansion led to freedom for himself and his family: â€Å"Perhaps, it will take a Sarty Snopes to enter through another front door and, though promptly sent away, learn that he has the capacity and the willingness to make moral decisions that will lead him, not to death, but to life† (Samway 103). Sarty, knowing he would never feel the terror and despair of his father actions again, he chose to grieve, and made an adult decision to move forward to a new beginning in life with his integrity intact.