Gregor Mendel was born in the district of Moravia, Essays - Biology

Gregor Mendel was born in the district of Moravia, then part of the Austro-Hungarian Empire. At the end of high school, he entered the Augustinian monastery of St. Thomas in the city of Brnn, now Brno of the Czech Republic. His monastery was dedicated to teaching science and to scientific research, so Mendel was sent to a university in Vienna to obtain his teaching credentials. However, he failed his examinations and returned to the monastery at Brnn. There he embarked on the research program of plant hybridization that was posthumously to earn him the title of founder of the science of genetics. Mendel's studies constitute an outstanding example of good scientific technique. He chose research material well suited to the study of the problem at hand, designed his experiments carefully, collected large amounts of data, and used mathematical analysis to show that the results were consistent with his explanatory hypothesis. The predictions of the hypothesis were then tested in a new round of experimentation. Mendel studied the garden pea (Pisum sativum) for two main reasons. First, peas were available from seed merchants in a wide array of distinct shapes and colors that could be easily identified and analyzed. Second, peas can either self (self-pollinate) or be cross-pollinated. The peas self because the male parts (anthers) and female parts (ovaries) of the flowerwhich produce the pollen containing the sperm and the ovules containing eggs, respectivelyare enclosed by two petals fused to form a compartment called a keel. The gardener or experimenter can cross (cross-pollinate) any two pea plants at will. The anthers from one plant are removed before they have opened to shed their pollen, an operation called emasculation that is done to prevent selfing. Pollen from the other plant is then transferred to the receptive stigma with a paintbrush or on anthers themselves. Thus, the experimenter can choose to self or to cross the pea plants. Other practical reasons for Mendel's choice of peas were that they are inexpensive and easy to obtain, take up little space, have a short generation time, and produce many offspring. Such considerations enter into the choice of organism for any piece of genetic research. Mendel chose seven different characters to study. The word character in this regard means a specific property of an organism; geneticists use this term as a synonym for characteristic or trait. For each of the characters that he chose, Mendel obtained lines of plants, which he grew for two years to make sure that they were pure. A pure line is a population that breeds true for (shows no variation in) the particular character being studied; that is, all offspring produced by selfing or crossing within the population are identical for this character. By making sure that his lines bred true, Mendel had made a clever beginning: he had established a fixed baseline for his future studies so that any changes observed subsequent to deliberate manipulation in his research would be scientifically meaningful; in effect, he had set up a control experiment.

Kubla Khan by Samuel Taylor Coleridge asks the ultimate question - how great is the power of imagination, and answers it, with simple but poignant words, Beware! Beware!

Kubla Khan by Samuel Taylor Coleridge asks the ultimate question - how great is the power of imagination, and answers it, with simple but poignant words, Beware! Beware! Kingdom of Imagination, Kubla Khan Be Thy Ruler"Kubla Khan" by Samuel Taylor Coleridge is one of the most celebrated and debated works, poems and other, from the Romantic period in English Literature. Coleridge wrote this piece in the period from 1797 to 1798. It is largely speculated that this verse was induced by a drug slumber during which he dreamt up what he wrote about later. Many critics and readers argue to this day about the hidden and not-so-hidden meanings and intentions behind this poem, and even fewer agree about the especially enigmatic ending Coleridge chose for his masterpiece. Coleridge's self-admitted inspiration for this poem was a drug induced slumber caused by opium, from which a man from Porlock rudely woke him up . This drug-induced hallucination, with such techniques as paradoxical imagery, juxtaposition of details and irony, asks the ultimate question - how great is the power of imagination, and answers it, with simple but poignant words, "Beware! Beware!"Col eridge's exploration of the imagination begins first with paradoxical imagery, often natural, but also man-made, out worldily beautiful and impossible.English: Titlepage of Kubla Khan.Coleridge writes, "I would build that dome in air, /That sunny dome! those caves of ice!" He uses both sunny and ice imagery to put together an impossible picture of warmth and coldness, the sun and ice. The sun stands for summer, a time for warmth and growth, of joy and carelessness, while ice carries a harsher drearier overtone. While sun is warm and welcoming, ice is usually beautiful but uninviting, gracious, but emotionally unwelcome. Coleridge's imagination puts sun and ice, whose individual connotations are opposite when used together, to describe an image that is amazing and incredible. This image draws the foundation for this mystical story, a backdrop that serves as the mental base for all assumptions about...

Financial analysis Essay Example | Topics and Well Written Essays - 1750 words

Financial analysis - Essay Example First, it would be reasonable to determine the absolute changes that occurred between different items of the financial statements. The percentage changes can then be computed to facilitate comparisons between the changes that occurred in the items of the financial statement. Comparisons of different items and financial ratios can also be determined to identify areas that have problems and might have caused a decrease in profit. The financial ratios will aid in determining the managements efficiency (Brigham and Houston, 2004). This section will entail performing several calculations to get the absolute changes, percentage changes, comparison changes, and financial ratios of different items in the financial statements. The changes will then be explained according to financial, industrial, and economic angles to try to explain the reasons behind the changes. Later in the section, various recommendations and suggestions will be made to the management in a bid to improve the financial situation of the company. The company’s revenue had a drop of 39440000 sterling pounds, resulting to a 15.46% decrease in sales. This shows that the company’s current performance was quite low from the previous year’s performance. Deeper scrutiny in this issue at hand revealed that there was a drop in the average industrial revenue of the clothing sector. This was mainly because of the economic conditions that prevail currently. The economy is currently at a recession making consumers to substitute purchasing clothes from luxury brands such those Excellent Clothing Company produce. The company is also faced with intense competition from the new entrants in the industry. The competition reduces the market share of the company resulting to a significant reduction of revenue (Retail-excellence.com). The company’s cost of goods has also had a drop 12300000 sterling pounds, resulting to a 12.71% fall in cost of revenue. This fall is due

Marketing professional Essay Example | Topics and Well Written Essays - 1500 words

Marketing professional - Essay Example The revenue base of the industry has increased at a constant rate of 3.5% and only decreased in 2008-2009 after the business donors cut-back. NFP organisations offer a wide array of services including operating hospitals, schools, and churches, as well as participating in community causes and fundraising events. The products offered a range from a sausage snack to Doctor of Philosophy degree. The prominent factor leading to the growth of NFP in Australia is the government support. This occurs in the form of direct funding, indirect funding e.g. concessions, and providence of a regulatory environment. The government offers financial services to these organisations as recognition for the value of their services in upholding the community welfare. Commercial enterprises have also contributed in the growth of NFPs through philanthropy support. Competition for government contracts and members services has enabled the NFPs to adopt efficient and superior strategies necessary for improvemen t of their competitive orientation. The NFPs associate with commercial entities on many occasions to improve social outcomes of some of their activities. The services offered by NFPs are superior to the ones offered by profit organisations in terms of the fields in which they operate and the basic character. They offer services of higher quality compared to commercial enterprises because they are non-profit oriented. NFP organisations competition with commercial enterprises in Australian is high. Amid this, they command wider acceptability among the society as people oppose the idea of commercialising community services. NFP organisations are inclined to serve people with the greatest need, thus, ensuring equity. Lack of extra charges for their services as required for profit generation makes their services cheaper than those of the commercial organisations. This attracts clientele as well as broadening the customer base leading to widening of service providence. Their focus on one community or group of people at a time cultivates loyalty and attracts preference among the service recipients. NFP organisations have rapidly expanded due to their characteristic property of potential flexibility and adaptability as they are not profit-oriented. This implies that they are capable of taking risks related to the creation of new business opportunities. NFP organisations have widely been accepted in Australia because of their advocacy role. They push for societal advancement as well as the change in government role as they are not market beholden. They are better placed to act as pioneers in various fields through identifying and solve the unaddressed societal problems (Salamon, Hems and Chinnock, 2000). NFP organisations serve as vehicles through which individuals and groups can express their opinions on various issues. This contributes into community building and democratisation through encouraging social interaction that creates the attitudes of trust and reciprocit y. Organisational growth has also been realised by the ability of these organisations to overcome the constraints related to their daily operations. Regulatory constraints are minimised through transforming their legal structures and processes to conform in line with the Australian federal requirements. Their growth has also been sustained through formulation of strategies necessary for overcoming

Please see the order instruction Essay Example | Topics and Well Written Essays - 500 words

Please see the order instruction - Essay Example Both China and Russia changed themselves from centrally planned economies to market-directed and China’s reforms started in the late 1970s whereas Russia saw such reforms only during the early 1990s. The pace and situation of the reforms were different in both the countries. Russia’s reforms were brought into effect comparatively at full tilt after the end of Communism. In China, market-oriented reforms took form gradually and were controlled by Communist government. Political constraints play a critical role in the development of economic reforms. For Chinese leaders, the reform strategies were a medium through which they could make changes and adjustments to their own political interests. However, if the interests are not protected, the parties would disagree with such reforms. According to political scientist Susan Shirk, political constraints lead to a compromise in decision making process among political parties. In order to solve the political constraint problem, China had started modest reform strategies in some areas and sectors where investment opportunities were huge and estimated profit from the pre-reform system was small. Soft budget constraint was introduced by Kornai. It is a main source of inefficiency. These inefficiencies, in order, tend to lead to inefficient resource allocation, over investment, shortages and macro economic imbalances. The SBC exists and creates problems in other financial systems. Kornai states that there are two kinds of explanations of SBC. They are exogenous and endogenous. â€Å"Explanations of the first type attribute the existence of the SBC to various exogenous reasons, including the paternalism of a socialist state and the governments aims for job creation or for gaining political support† (Lin & Tan 1999). The second type of explanation views the SBC as an endogenous phenomenon, which is

Symantecs ERP Turmoil Information Technology Essay

Symantecs ERP Turmoil Information Technology Essay A companys Enterprise Resource Planning (ERP) system is like its central nervous system. If it is healthy, it provides the sensory input to management so they can understand what is happening with customers, suppliers, and employees. It helps management respond, by coordinating the companys resources to win customers, battle competitors, and reduce cost, just like muscles in a body. Enterprise resource planning implementations are never easy. In fact, its the equivalent of corporate open heart surgery. And often theres a financial hit if things dont go well. Yet, despite this critical role ERP systems play, most companies fail when in it comes to implementing or upgrading their ERP system. (Eaves, 2009) The horror stories of failed ERP projects are now the stuff of legend. According to one recent report, more than 40% of ERP implementations fail to achieve even half the planned business benefits. Some well known examples include Waste Management suing SAP for $500 million for a failed ERP implementation, Hershey Foods 19% drop in profits from a failed SAP implementation at Halloween time a few years ago, the complete bankruptcy of FoxMeyer Drug, a $5 billion pharmaceutical distributor over a failed $100 million ERP implementation (Eaves, 2010), and, finally Symantecs ERP turmoil, even though it didnt fail completely, but it was the main cause for losing many loyal customers and lower-than-expected earnings in the third quarter of 2007. Adapt to change is always difficult, and even more when a corporation tries to accomplish two difficult tasks in parallel such as a change in organizational structure as well as to adapt on the way the new company operates. This is the case of Symantec that attempting to complete both tasks got into a vicious circle. (Achieving Operational Excellence, 2009) Symantecs ERP turmoil will be our case study discussion and I will highlight in detail the key issues and concepts in the chapter that are illustrated in this case study, find out the factors that were responsible for Symantecs difficulties in overhauling its ERP systems, demonstrate Symantecs adequacy in response to the problem, show the available options that could be done differently to prevent the implementation problems that arose at Symantec, and demonstrate customer loyalty based on historical relationship and switching costs. Key Issues and Concepts Lets first know exactly what the ERP system is and reveal the opportunities that attract many organizations toward adopting their IT systems to an ERP system and demonstrate the challenges associated with the implementation of such systems. An Enterprise Resource Planning (ERP) system is an integrated computer-based application used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders. Built on a centralized database and normally utilizing a common computing platform, ERP systems consolidate all business operations into a uniform and enterprise-wide system environment. (Enterprise resource planning, 2010) Figure Enterprise Resource Planning Systems http://www.emanage.in/images/erp.jpg Source: http://www.emanage.in/ Opportunities Associated with ERP Implementation ERP systems connect the necessary software in order for accurate forecasting to be done. This allows inventory levels to be kept at maximum efficiency and the company to be more profitable. Integration among different functional areas to ensure proper communication, productivity and efficiency. Design engineering (how to best make the product). Order tracking, from acceptance through fulfillment. The revenue cycle, from invoice through cash receipt. Tracking the three-way match between purchase orders, inventory receipts, and costing. Managing inter-dependencies of complex processes. ERP systems centralize the data in one place. (Enterprise resource planning, 2010) Challenges Associated with ERP Implementation Customization of the ERP software is limited. Re-engineering of business processes to fit the industry standard prescribed by the ERP system may lead to a loss of competitive advantage. ERP systems can be very expensive. ERPs are often seen as too rigid and too difficult to adapt to the specific workflow and business process of some companies-this is cited as one of the main causes of their failure. Many of the integrated links need high accuracy in other applications to work effectively. Once a system is established, switching costs are very high for any partner. The blurring of company boundaries can cause problems in accountability, lines of responsibility, and employee morale. Resistance in sharing sensitive internal information between departments can reduce the effectiveness of the software. (Enterprise resource planning, 2010) Symantec Project Oasis Symantec Corporation started out with good intentions. Shortly after acquiring Veritas it began an ERP rollout that was designed to standardize and unify the Symantec and Veritas information systems. The goal was to create a single ERP system, within which all of the companys extensive network of resellers, integrators, distributors, and customers could place orders for over 250,000 different products Symantec offered in the same way. That follows the basic concept of enterprise systems which are based on a suite of integrated software modules and a common central database. When new information is entered by one process, the information is made immediately available to other business processes. (Laudon, 2010) Although companies can rewrite some of the software in ERP systems, the software is unusually complex and extensive customization may degrade system performance, compromising the information and process integration. If companies want to reap the maximum benefits from enterprise software, they must change the way they work to conform to the business processes in the software. Although Symantec and Veritas had each used Oracle E-Business Suite 11d prior to the merger, both used highly customized versions of the systems that made integration a daunting task (Laudon, 2010). An overhaul of the combined companys enterprise systems was needed to join together Symantec and Veritass data from key business processes. Enterpyrise systems help large companies enforce standard practices and data so that everyone does business the same way worldwide. Enterprise systems help firms respond rapidly to customer requests for information or products. Unfortunately, the two companies bungled the implementation of the enterprise system almost from the beginning. (Achieving Operational Excellence, 2009) In my perspective, the pros associated with the implementation or upgrade to an ERP system outweigh its cons if done properly with a comprehensive plan stating the goals and the expected risks associated with it, implemented a step-by-step without compounding the implementation of the ERP system with the launch of multiple products, and without making too many customizations that lead to inefficient system and make it lose its competitiveness. So I believe that Symantec did not have an effective plan that took into consideration all the possible risks in despite of their knowledge to the risks associated with merging and upgrading two customized versions of an ERP system, they accompanied the upgrade with the launch of other products which made the case even more complicated. The following image shows the organizational change management methodology as it aligns with the ERP implementation road map http://www.sdn.sap.com/irj/scn/go/portal/prtroot/docs/webcontent/mimes/bpx/Business%20Process%20in%20Practice/OCM/ocm_roadmap.jpg Source: www.sdn.sap.com Responsible Factors for Symantecs Difficulties in Overhauling its ERP Systems Management: Most of the issues were due to the companys shortsightedness in implementing Project Oasis. The initial reaction to the launch of the new system was decidedly negative. Once customers reached a Symantec employee, they could spend up to 20 more minutes troubleshooting problems, and were often told that there was nothing that could be done. There was simply too much change occurring all at once for typical customers to handle. Partners were unhappy with Symantecs slow response to many of the problems (Laudon, 2010). Every project with such size should start with a realistic, specific, and a detailed plan that contains all project activities and their sequences in development, estimated budget, associated risks, estimated duration, and perhaps a list of personnel involved in the project implementation. The managements underestimate of the project size and the business processes involved is the most common mistake and fatal error that led many organizations to fail in its ERP implementation, and led sometimes to the demise of others. Despite all Symantecs plans and the involvement of many experts from its management side like its CIO who has a long experience in ERP systems as he worked as a CIO for many ERP vendors like Oracle and PeopleSoft, the management made a fatal error in preparing its users and more than 60,000 resellers, and distributors. The management did not assign its user to a proper training or let the people who will be in a direct contact with the new system on a daily basis and who are the main users of the system such as its personnel and partners to get involved in such a huge change in the system they used to work on and interact with. Organization: The Company was unprepared to meet the increased demand for customer support after the rollout. Symantec neglected to coordinate the development of its new ERP system with the launch of other products from different divisions within the company. The changes to the licensing system were not coordinated with the rest of the project. Customers were unhappy with changes to the stock-keeping unit product system (SKU system). Symantec had overlooked the needs of many customers while designing a technically sound but user-unfriendly ERP system (Laudon, 2010). Technology: Both companies used highly customized versions of Oracles E-Business Suite 11d prior to the merger. Users struggled to process the large amount of information provided to them and were overwhelmed by the increased number of steps, all of them new, required to place orders. Some smaller distributors and partners didnt update their systems to handle the new SKUs and were unable to submit purchase orders electronically. After the rollout, licensing became much more difficult for Symantecs customers and partners, forcing them to wait multiple weeks before receiving their licenses (Achieving Operational Excellence, 2009). Information systems are now required to respond to a wide range of potential users (both within and outside of an organization) with a diverse set of skills, functional specialization and IT competency. The days in which the IT or finance department exclusively specified and furnished information on behalf of end users have gone. Whether users are knowledge workers or occasional users of an information system, they need access to a system on a self-service basis so that they can retrieve information for themselves using the tools most appropriate to their role and capability. (Cognos 8 product, 2006) So implementing a new ERP system which will be used by most personnel within a company needs a proper and in depth training to all involved users at the right time and not at the system rollout. In my perspective, Symantecs management lacked a thorough assessment on the project needs in terms of training to its entire stakeholders such as vendors and customers, they were unprepared to meet the increased demand for customer support due to a new system implementation which always result in an increase demand to customer support, and they didnt pay enough attention to the complexity and size of ERP implementations which was obvious of accompanying the upgrade with changes to software licensing that was not coordinated with the rest of Project Oasis, and launching the update of multiple programs at the same time with the development of the new system. Was Symantecs response to the problem adequate? From the turmoil of Project Oasis rose Project Nero. The company initiated this follow-up project to recapture the loyalty of customers who were disenchanted by the changes brought about by Oasis. The project reached out to customers and fixed the problems with the information systems to improve response times and streamline operations (Laudon, 2010). The company began by adding over 150 new customer representatives to handle the increased volume of calls, reducing wait times and increasing customer satisfaction. Executives traveled the country to improve relations with angered customers and partners. The company introduced a master list of product releases readily available and standardized its communication methods between departments regarding new projects and change management (Laudon, 2010). Symantec used Net Promoter methodology to measure and increase customer loyalty. The results identified specific criticisms and customer problems and dramatically aided Symantec in correcting those problems. Project Nero helped the company weather the worst of the crisis. However, the company does not release the results of its Net Promoter surveys to the public so the extent to which it has repaired its reputation is unclear (Achieving Operational Excellence, 2009). So I believe that Symantec definitely took many critical steps to save its reputation and loyal customers around the globe, also I believe that the most critical steps beside introducing the programs listed above are that Symantecs executives traveled the country in order to satisfy and improve relations with angered customers and partners, and that CEO Thompson routinely calls to check up on the quality of customer service . (Laudon, 2010) Solutions Could Have Prevented Symantec Implementation Problems Even the most careful planning and well-designed systems can quickly go awry if customers are unable to make use of the new system. Enterprise applications involve complex pieces of software that are very expensive to purchase and implement. The total implementation cost of a large system, including software, database tools, consulting fees, personnel costs, training, and perhaps hardware costs, might amount to four to five times the initial purchase price for the software (Achieving Operational Excellence, 2009). Enterprise applications require not only deep-seated technological changes but also fundamental changes in the way a business operates. Business processes must be changed to work with the software. Employees must accept new job functions and responsibilities. Most implementation projects fail or experience enormous problems because executives, managers, and employees did not understand how much organizational change was required (Achieving Operational Excellence, 2009). Specific Symantec problems that perhaps could have been avoided: Communicate with employees better to counteract the negative attitude towards the project. Communicate with customers and distributors better about the upcoming changes. Make sure all of the systems that were changing were coordinated throughout the organization. Not change as many systems all at the same time. Even though stretching the implementation out over a longer period may have cost more money, perhaps it would have prevented some of the massive problems overall. In my perspective, the most critical factor in Symantecs ERP turmoil was the lack of a thorough communication with employees and customers who are the main users of the new system which I believe was a fatal error from the management side. Also other important factors were the lack of coordination among the different programs throughout the organization and the change in many systems all at the same time. So I think if Symantec management paid enough attention to the details and avoided the factors listed above, they were going to have a successful ERP implantation in terms of cost, time, and customers retention. What about If Youre the Customer? Historical Relationship Measuring customer loyalty is no passing fancy at Symantec. The executive leadership committee-which is chaired by Salem and includes division and department vice presidents, as well as CIO Thompson and Parrish-meets every two weeks to review loyalty metrics and identify what each unit manager is doing to improve their scores and efficiency. (Walsh, 2008) Technology may be the engine that drives business, but business is still conducted by people. Understanding the needs, desires and experience of the customer-whether that person is an internal user, a reseller partner or a consumer-is critical to any companys success and growth. (Walsh, 2008) So based on a strong historical relationship, many of Symantec customers and partners believe that Symantec always strived to achieve a high level in customer loyalty. This strong relationship between Symantec and its partners was the most critical factor that assisted Symantec to succeed in retaining most of its customers and go back on track despite the turmoil and difficulties faced by many customers during Symantecs ERP project. Switching Costs Another critical factor that most customers usually consider is that IT applications introduce switching costs that make it very costly to switch vendors. Companies become dependent on the vendor to upgrade its product and maintain the installation. Many of Symantecs partners and smaller distributors were reliant on Symantec and perhaps could not afford to switch vendors. That would mean they would have to switch all of their internal systems at great cost. (Achieving Operational Excellence, 2009). In my perspective, I will be reluctant to switch vendors if I was a customer because based on historical relationships I believe that Symantec is an outstanding corporation and always srtives to satisfy customers and customer satidfaction at Symantec is the first goal for achieving success. Also I may consider another factor, if the problems seem temporary, I will hang on, but if the problems seem insurmountable, I will desert the sinking ship. Conclusion ERP systems are the nervous system of any company, so doing an ERP implementation is like brain surgery: only to be attempted if there is a really good reason and not to soon be repeated. ERP implementation projects often fall victim to some of the same problems of any large, complex project. However, there are some repeatable problems that good planning early in a project can work to avoid and thats exactly what Symantec lacked in its ERP implementation. (Eaves, 2009) Even the most careful planning and well-designed systems can quickly go awry if customers are unable to make use of the new system. Enterprise applications involve complex pieces of software that are very expensive to purchase and implement. The total implementation cost of a large system, including software, database tools, consulting fees, personnel costs, training, and perhaps hardware costs, might amount to four to five times the initial purchase price for the software (Achieving Operational Excellence, 2009). If Symantec did better in communicating with employees, customers, and distributers about the coming changes, made sure all of the systems that were changing were coordinated throughout the organization, and did not change as many systems all at the same time, it could prevented the turmoil and difficulties it faced during the implementation of its ERP project. Eliminating confusion and improving the product ordering process wasnt enough. Symantec realized that it needed to recapture the hearts and minds of its customers and partners. Project Nero, the follow-up to Oasis, established several strategic objectives to improve everything from Symantecs change-management processes to continuously measuring customer loyalty. (Walsh, 2008) Customers are often reluctant to switch vendors based on historical relationships. If the problems seem temporary, the customers will hang on. If the problems seem insurmountable, some customers will desert the sinking ship. Companies who decide on a complete overhaul in their IT systems and start an ERP implementation should learn from the successes and failures of others and try to avoid known mistakes made by the other organizations through the ERP implementation practice. There are time-proven approaches that can enhance the success of the ERP implementation and each company shoul d examine each one of these approaches and study them carefully to increase its success level .

Surrogate Mothers Essay -- essays research papers

Surrogate Mothers The practice of bearing a child on behalf of another woman. This is surrogate motherhood. Is it considered immoral? By some, yes. In some countries it is banned—and in others it is promoted or up for consideration. In recent days, the issue of "right and wrong" has surfaced in the midst of this argument, sharing different meanings to the opposing sides. To some, it is right only for the woman who brings forth life to raise the child; for it is deemed that she is the only one fit to be the child's mother. Clearly, we must indeed recognize this side of the argument. But to those with that viewpoint, that is the end of the argument. They do not see any reason for the issue to be continued further; rather, to end the debate and declare anyone who disagrees to lack morals or values. But have those who preach this anti-surrogate moralism ever experienced what it would be like to be those on the other side of this issue? Suppose, for a moment, that they were the ones who were incapable of having children. Would they condemn themselves the way that they condemn others if they were in another predicament? It is surely easy to say what one would do in any situation, but one can never know exactly what they would do until that situation comes. How many of you have ever held a small child in your arms and looked into its small eyes and felt the love that you had for it. Perhaps it was a younger sibling, perhaps even a child of your own. You know how much th...