Communication and Conflict Chapter 6 Essay Example | Topics and Well Written Essays - 500 words

Communication and Conflict Chapter 6 - Essay Example Second principle is that each discrete emotion serves different functions; they help us organize perception, cognitions, and actions in order to pursue attempts to cope and create. In this regard, different emotions assist us in accomplishing different tasks in resolving conflicts. Third principle is that significant personal situations are those that trigger organized patterns of emotions. In short, emotions happen in an organized manner, with one emotion regulating other emotions. Emotions interact with each other in coherent ways; this is how persons can address their conflicts, even though conflicts are highly complex and may be confusing. Emotions create an orderly response to conflicts. Fourth principle is that people develop emotion-behavior patterns as children, and build on them as they grow and mature. For instance, the crying jags of toddlers adjust to more restrained behaviours as one grows older. The fifth principle is that individual personalities are built upon blocks of emotion-behaviour patterns, and lastly, emotions trigger difficult behaviour in response to certain triggers. One misconception about emotion is that it is a hindrance to resolving conflicts. For many people, emotions are thought to be irrational, uncontrollable, and will tend to escalate they remain unexpressed. The tendency therefore is for people (who believe that emotions are a hindrance) to ignore their emotions; emotions are seen as a negative thing, a sign of weakness, and should not be expressed at work. Emotional people are thought to be out of control, so it is important to try to justify feelings logically so that they could be put in control. Many times, the expression of emotions are thought to be a burden to the listeners, so our modern rational culture tells us not to express emotions, or to avoid those who do. Moreso even, mature, well-adjusted people are misconceived to be

Causes and Effects of the Air France 447 Crash

Causes and Effects of the Air France 447 Crash Air France Flight 447 was an international, long-haul passenger flight, from Rio de Janeiro to Paris. On 1st June 2009 the aircraft crashed into the Atlantic Ocean killing everybody on board. The aircraft is thought to have crashed due to temporary inconsistencies between airspeed measurements, caused by the aircrafts pitot tubes being blocked by ice crystals. Ultimately, the autopilot disconnecting and the crew reacting incorrectly, led the aircraft to an aerodynamic stall from which they did not recover (BEA, 2012). The accident resulted from a combination of factors relating to both the technology of the aircraft and the training of the crew (BEA, 2012). The technological failures were: poor feedback mechanisms, unclear display of airspeed readings, confusing stall warnings, absence of visual information and poor indications by the Flight Director. Failures in training resulted in the crew; not responding to the stall warning, not being trained in icing of the Pitot tubes and lacking practical training in manually handling the aircraft. Moreover, incomprehension of the situation and poor management of emotions weakened the task sharing ability of the co-pilots. This accident has highlighted a number of human automation issues in aviation. Automated flight-control functions can remove some danger from aviation, however it also changes the activities, workloads, situation awareness and skill levels of the operators, which can cause problems (Hodgson, Siemieniuch Hubbard, 2013). The first problem highlighted by this accident is the crew’s change of role from operator to monitor. Flight deck automation uses the crew’s ability to perform a passive monitoring role, rather than an active operating role. One problem associated with this is a drop in vigilance (Mackworth, 1948), which is exacerbated when a system is highly reliable (Parasuraman, Molloy Singh, 1993). However, these accidents are not human operator errors, they are automation system design errors. More importantly, the crash of Flight 447 was partly attributed due to loss of situation awareness, possibly due to pilots having to perform a passive monitoring role. Monitoring roles can reduce the situation awareness of the current â€Å"flying state† of the aircraft, as well as the awareness of its predicted future behaviour (Sarter Woods, 1995). Lack of situation awareness can also be an outcome of complex automation, such as a having a complicated flight automation system which can result in pilot confusion due to poor interface design. In the case of Flight 447 the BEA (2010) report shows that a poor Human Computer Interface played a main part in the crash. There were a number of reasons for this: the Flight Director display was inaccurate, therefore accounting for most of the wrong pitch-up inputs due to an altimeter error. Airspeed inconsistencies that had been identified by computers were not clearly displayed. Failure messages were generated but only showed the consequences not the origin of the problem. There was no indication of a blocked pitot tube on the flight displays. There was also an absence of Angle of Attack information, which is important in identifying and preventing a stall. This information was sent to on-board computers but there were no displays to convey this information. Furthermore, as the level and complexity of automation increases, the levels of experience and skill needed to be able to recover from a failure or unexpected situation have increased (Hodgson, Siemieniuch Hubbard, 2013). This is because there is less time for the operator to become aware of and correct developing problems. For example in Flight 447 the crew had less than three minutes to find the problem and take action. Additionally, in the case of aircraft, the ability to recover from a failure or unexpected situation relies on the crews manual flying abilities too. However, with highly automated aircrafts there is a loss of manual flying skills experienced by pilots (Wood, 2004). Fanjoy and Young (2005) found that training and airline policies on automation, often lead to a lack of opportunities to practice resulting in pilot complacency as well as the deterioration of flying skills. Furthermore, Young, Fanjoy and Suckow (2006) found that crews who used the most flight deck automation had poorer manual flying skills than others. This has implications when there is an abnormal situation in which the automation system disengages without prior warning, as the crews will rely on their manual flying skills. Furthermore, automation will maintain stability until it is no longer possible, resulting in the aircraft going out of control as the flight crew take over, meaning crews need to have good manual fl ying skills. A further problem with this is that automation increases mental workload during high-load periods (Funk et al, 1999). This workload problem increases when there are situations that need further mental workload during an already high workload time. When the crew’s workload is high, developing failures of the automation system are more likely to be allowed to develop into a critical situation. For example, if damage has occurred or instrumentation has failed, the Flight Management System advice is often misleading or incorrect, and flight crews can be overloaded with a vast amount of information and alarms, making it difficult to identify what the problem is. For example, the crew of the A447 were faced with more than 50 simultaneous alarms.One alarm after another lit up the cockpit monitors. One after another, the autopilot, the automatic engine control system, and the flight computers shut themselves off (Traufetter, 2010). This lead to them not being able to understand or ide ntify what the problem was before it turned into a critical situation, ultimately ending in disaster. The above problem could be due automation being an inadequate crew member. Automation can act as a poorly trained, incommunicative member of the system’s crew. There is often poor interaction between crews and automation systems (Norman, 1990), yet there is a need for multisensory feedback to crews (Sarter 1999). In order for a crew to achieve a safe level of shared situation awareness, the automated system must become part of the crew. It needs to do this by communicating its adjustments in order to maintain shared situation awareness. Current automated systems may indicate adjustments on a dial or screen, but they do not typically draw attention to them because they lack situation awareness of the â€Å"bigger picture.† Clear communication can prevent accidents. For example in Flight 447 if there would have been clear communication that the pitot tube was frozen then this would have stopped the chain of events from unfolding. To improve automation it is proposed that aircraft should be made into more effective team players. A human–automation team should be defined as â€Å"the dynamic, interdependent coupling between one or more human operators and one or more automated systems requiring collaboration and coordination to achieve successful task completion† (Cuevas, Fiore, Caldwell Strater, 2007). Current automation systems perform as very inadequate team members, leaving the human operators or crew unprepared when failure occurs or unusual events arise. (Hodgson, Siemieniuch Hubbard, 2013). To improve human-automation interaction, systems should be able to trade and share control so that interacting with a system is more like interacting with a teammate (Scerbo, 2007). Future systems, such as Free Flight, are envisioned to have human–automation teams sharing and trading tasks (Inagaki, 2003) as situational demands change (van Dongen van Maanen, 2005). Such dynamic situations creat e occasions where human–automation teams can implicitly coordinate (Rico, Sanchez-Manzanares, Gil Gibson, 2008) on an almost exclusively cognitive basis (Hoc, 2001). This would enable automation systems to become good team players. Furthermore, good team players make their activities observable for fellow team players, and are easy to direct (Christofferson Woods, 2002). To be observable, automation activities should be presented in ways that capitalise on human strengths (Klein 1998). For example; they should be: Event-based: representations need to highlight changes and events, Future-oriented: Human operators in dynamic systems need support for anticipating changes and knowing what to expect and where to look next and Pattern-based: operators must be able to quickly scan displays and pick up possible abnormalities without having to engage in difficult cognitive work. By relying on pattern-based representations, automation can change difficult mental tasks into straightfo rward perceptual ones. Overall, changes in workload, reduced situation awareness, reduced operator skills, automation failures and unexpected behaviours have caused many accidents over the past three decades, including flight 447. As a result of these factors, manual recovery when the automation system fails is often compromised. These issues may have been exacerbated by having a tightly coupled system. Tight coupling reduces the ability to recover from small failures before they expand into large ones. Tighter coupling between parts spreads effects throughout the system more rapidly. This means that problems have greater and more complex effects that can spread quickly. When automated partners are strong, silent, clumsy and difficult to direct, then handling these demands becomes more difficult. The result is coordination failures and new forms of system failure. Currently it is argued that aircraft systems are only moderately tightly coupled. However, airlines, for financial reasons, are pressing for a r eduction of flight crews from three (pilot, co-pilot, and engineer) to two (pilot and co-pilot) on the grounds that computers and other devices reduce the engineering load. More automation in its system and reducing the number of controllers will lead to much tighter coupling resulting in less resources for recovery from incidents (Perrow, 2011). Now the problems with the automation in Flight 447 have been identified, it is important to understand how safety models contributed to the understanding of the accident and what the implications are for managing safety in the future, to prevent history from repeating itself. The first safety model and safety management strategy is known as Safety-I. According to Safety-I, things go wrong due to technical, human and organisational causes such as failures and malfunctions, with humans being viewed as a main hazard. The safety management principle is to react when something goes wrong; by investigating and identifying the causes of the accident and then trying to eliminate the causes or improve barriers. This results in safety being a condition where the number of adverse outcomes is as low as possible. The principles of safety-1 have been expressed by many different accident models; the best known accident model being the Swiss cheese model (Reason, 1990). This model posits that accidents occur due to multiple factors jointly. These factors align creating a possible trajectory for an accident. These can either be latent conditions, such as problems with the organisation due to its design or management, which are present in the organisation long before an incident is triggered. Active failures are mistakes made by human operators, which when combined with the latent failures, result in an accident. It states that that no one failure, human or technical, is sufficient to cause an accident. Rather, it happens due to the unlikely and often unforeseeable event of several contributing factors arising from different levels of the system. In the case of Flight 447 the model would allow each contributing factor to be identified. For example the technical faults would be: the Human Computer Interface, pitot tubes, controls not being linked between pilots, misleading stall warnings. Human faults would be the Co-pilot pulling back on stick, poor management of startle effect, poor communication and the captain leaving the room. Organisational faults would be poor training, delayed installing new pitot tubes, poor design of HCI. When put together all of these factors played a part in causing the accident. Looking for human errors after an event is a â€Å"safe† choice, as they can always be found in hindsight. Looking and finding human errors makes it easier to find who should be held accountable and where preventative measures should be aimed. However, when â€Å"the cause† has been attributed to individual error, the preventative measures are usually misaimed. Accidents occur from a combination of many factors and by blaming the individual, people often assume that the system is safe, as soon as it can get rid of the â€Å"bad apples†. However more recently, a proactive model of safety has been suggested. Proactive safety management is part of the aim of Safety-II, which argues that focusing on cases of failure does not show how to improve safety and that instead of looking at what goes wrong, there should be a focus on looking at what goes right in order to understand how that happens. In hindsight after an accident, many weaknesses existing in organisations are usually revealed. For example, detect the â€Å"deviations† from rules and regulation and find the â€Å"cause†. However, the fact that something did deviate from a prescribed rule is not necessarily a contributor to an accident or even an abnormal event. On the contrary, adaptations are often a norm rather than an exception (Reimana Rollenhagen, 2011). It should be acknowledged that the everyday performance variability needed to respond to varying conditions is the reason why things go right. Humans are consequently seen as a resource neces sary for system flexibility and resilience. The safety management principle is continuously to anticipate developments and events. When something goes wrong, we should begin by understanding how it usually goes right, instead of searching for specific causes that only explain the failure. This strategy posits that accidents are not resultant but emergent. In consequence of this, the definition of safety should be changed from ‘avoiding that something goes wrong’ to ‘ensuring that everything goes right’. The basis for safety and safety management must therefore be an understanding of why things go right, which means understanding everyday activities. Safety management must be proactive, so that interventions are made before something happens. In the case of Flight 447 safety management needs to ask: What could have been done before that flight to minimise the possible risks associated with it? (McDonald Ydalus, 2010) The risks were built into the operational situation before take-off. Routine measures in advance could not just prevent this accident happening again but provide a more general preventive shield against a wide range of system accidents. This has been explained in a FRAM analysis model (Hollagenel, 2004). In this model there is a need to understand the essential system functions, their variability and how these can resonate, in order to identify barriers for safety. Furthermore, another way to understand why an accident occurred is to determine why the control structure was ineffective (Leveson, 2004). Preventing future accidents requires designing a control structure that will enforce the necessary constraints. In systems theory, systems are seen as hierarchical structures, where each level puts constraints on the activity of the level below. This means that constraints or a lack of constraints at a higher level allow or control behaviour at a lower level (Checkland, 1981). The cause of an accident is viewed as the result of a lack of constraints due to inadequate enforcement of constraints on behaviour at each level of a socio-technical system. The model has two basic hierarchical control structures; one for system development and one for system operation, with interactions between them. Between the hierarchical levels of each control structure, good communication channels are needed. A downward reference channel provides the information needed to apply constraints on the level below and an upward measuring channel provides feedback about how effectively the constraints were applied. At each level, inadequate control may result from missing constraints, inadequately communicated constraints, or from constraints that are not enforced correctly at a lower level. (Leveson, 2011). Therefore, understanding why an accident occurred requires determining why the control structure was ineffective and preventing future accidents requires designing a control structure that will enforce the necessary constraints. Therefore the implications for managing safety are that by combining safety-I and safety-II techniques, so that there is a proactive focus looking at how everyday activities go right, then accidents could be prevented by being able to identify the organisational and societal problems, which can then be changed before an accident happens, for example by making sure the right constraints are in place. Overall, pilots are part of a complex human-automation system that can both increase and reduce the probability of an accident. Training, automation systems, and cockpit procedures can be changed so that certain mistakes will not be made again. However, it could be that with the inclusion of the humans and their variability, there will always be the possibility of an accident. However turning automation systems into effective team players may transform aviation, preventing avoidable catastrophes. Furthermore, safety management strategies should focus on how to be proactive in order to identify potential accidents before they happen, focusing on how variability and adjustments are a part of what goes right in everyday performance, which may prevent accidents from happening.

Hazing and the Student’s Consequences :: Free Essays Online

Hazing and the Student’s Consequences I recently enlightened myself to an interesting incident in a small college in northern New York state which brought attention to a subject our country has cursed, loved and fretted about for years – that of hazing. Hazing is defined as: To persecute or harass with meaningless, difficult, or humiliating tasks. To initiate, as into a college fraternity, by exacting humiliating performances from or playing rough practical jokes upon. (Dictionary.com) These â€Å"jokes† have affected the lives of a number of people in a large way. The first article of which I made reference comes from a New York Times writer Lisa W. Foderado, which focuses on recent events at Plattsburg State, a college in Northern New York. A boy entering an underground fraternity was put under â€Å"water torture,† where he was forced to drink pitcher after pitcher, and even drain funnels of water. This task made him go into a condition which is called hyponatremia, where sodium levels in the blood drop to dangerously low levels; he died later that night. This article shows the dangers of these â€Å"underground† fraternities, and their tainting of the Greek system. The second article comes from P&M’s press, and focuses on hazing that takes place in other types of societies, basing it on squirrel activities, and showing how they can harm themselves from dangerous activities. The third article comes from the University of Florida archives, and ties controlled hazing into good tradition. These freshman hazing rituals created a bond between the classes, and gave interesting activities to all of the students. From the good to the bad, hazing is at the least â€Å"an issue.† Hazing from one side can have effects ranging from a hangover, to burst cheek pouches, to even death. On the other hand, a strong bond between the students is made, and gives good experience to younger students in their life education. Looking at Foderado, we are presented a case of extreme penalties from a harsh incident. A boy who was just trying to fit into a group was given the most extreme of penalties from an incident of pure stupidity. Neither the group nor the boy showed any responsibility in the matter.

Lois Quam Essay

This case discusses the career, vision, and life of Lois Quam, CEO of Tysvar. Tysvar is a â€Å"Minnesota based New Green Economy and health care reform incubator.† After a successful career in the investment banking world, Quam was moved by climate changes she saw while on a trip to Norway and decided to start Tysvar. Tysvar is about universal health care reform, as well as contributing to â€Å"a viable, profitable, and socially responsible industry of clean technology and renewable energy sources. Quam is a very passionate person, and truly believes in the vision of Tysvar. Discussion question and answers: 1. How does Lois Quam use emotions and moods in her speeches to convey her viewpoint? Cite examples to support your statements. In order to look at how Quam uses emotions and moods, we must first look at what emotions and moods are. Emotions are strong positive or negative feelings directed towards someone or something. Moods are generalized positive and negative feelings or states of mind. In reading the examples from Quam’s speeches, it is clear that she is a positive individual who shows both positive moods and emotions. â€Å"I am an optimist,† she states. This is a clear example of Quam coming out, and letting you know her mood. Her positive mood reflects the type of work she does. She is attempting to grow the New Green Economy, and in order to do something of this nature, one must have a positive mood and state of mind. The text lists the following as the six types of emotions: anger, fear, joy, love, sadness, and surprise. In reading the case study, it is clear that in her speeches, Quam exhibits both joy and love. â€Å"I enjoy sharing†¦ how we can all use these key capabilities as a platform for doing something you love. Imagine: helping to build the NG with a purposeful passion. It doesn’t get much better than that!† This is a clear example of the joy and love she has for the work she is doing, and a great way for her to convey her passion to the audience. As the text states, â€Å"harsh is out, caring is in.† Quam clearly is a caring person, and shows her emotion and passion for the work she does. It is this that has made her one of America’s â€Å"50 Most Powerful Women†. 2. Based on what you have learned about Lois Quam, create hypotheses about the attitudes of her colleagues at Tysvar while using the three basic components of attitudes in your theories. I would postulate that Quam’s colleagues at Tysvar have a very similar attitude to their work as Quam. They are likely very commitment to their beliefs and have a great sense of internal volition to do good work since they truly believe in their cause. Cognitively, I am sure they feel strongly about their cause and are diligent in their study of laws and topics surrounding the initiatives they work to promote (ecology and healthcare), much as Quam is herself. From an affective perspective, Tysvar employees undoubtedly have a high level of job satisfaction and experience the successes and failures of their company very personally; with such a socially-responsible company mission, the employees certainly feel compelled to do their best and invariably take joy in their work. Behaviorally, due to the strong emotional ties the worker have to their cause, they are most likely predisposed to act responsible and put forth a concerted effort to succeed and follow through to the end. Ov erall, Quam’s organization and the employees within it are likely as committed as her to the future of society and making it a better place. 3. Research Question: Search news reports, Web sites, ad blogs to find out more information on Lois Quam and Tysvar. How is the company faring in its quest to make the world cleaner and safer for future generations? What implications might that have on Tysvar’s employees, their attitudes, ad job satisfaction? An update on Lois Quam – She launched the new company Tysvar in the spring of 2009. In November of 2009 the company landed their first set of clients including a leading manufacturer of industrial heat pumps. Shortly after Quam announced she would be hiring a new CEO early the next year (The target was February 2010 and the hiring of Terje Mikalsen was announced June 4th 2010). She remained with the firm as a non-executive Chair of the Board taking an annual salary of $1 and relinquished her equity stake in the company. Her reasoning for leaving was due to her Husband, Matt Entenza, running for Governor of Minnesota. He was seeking DFL nomination; he did not get it and eventually pulled out of the race. Quam wanted to devote more time to the race and eliminate any potential conflicts of interest. Tysvar continued on without Quam as CEO. The company has gone on to work with health care practices and technology practices. However, I do think Quam’s departure could have had significant implications on the Tysvar employees and Tysvar itself. I imagine the employees that came to work for Tysvar did so largely because of their passion for the company mission. They bought into the message Quam delivered and felt they could contribute to her ideas. Watching Quam walk away from her company and ultimately her goal to help make the world safer and cleaner could have caused negative attitudes in the company, lowering job satisfaction and job performance. Quam did not even last a year before announcing her pending departure. That means all of the employees were new to the company, and potentially just left another company. They may have felt abandoned, like they were lied to, and even like they were taken advantage of. These emotional feelings can cause very poor results within the company. Key Problem/Issue: The problem Tysvar has, if any, is that they are trying to apply empathy and emotional responsibility toward the environment and healthcare to a very unsympathetic society and government. Trying to get big business and government organization to â€Å"go green† just because it is the â€Å"right† or â€Å"nice† thing to do is very difficult. Also, regarding the work environment at Tysvar; not everyone is passionate about green technologies and the climate changes. This can lead to lower job satisfaction and worse job performance if they are not excited about the mission statement of the company. There are many issues at play here. Quam is walking a thin line between emotions and business in a very volatile industry. Solution: The first thing Quam and Tysvar must do is hire the right people. Tysvar needs to concentrate on hiring employees that have a passion, like Quam, for the mission of the organization. You can argue that this would limit your pool of candidates and that the company can land a more talented employee without focusing only on those that share the passion. The response to that argument would be the additional job satisfaction the employee would have over someone that does not share the passion would lead to a better performance even if they are not as talented. It would also help reduce turnover within the company. Also, as far as using emotions and empathy in business; Quam needs to use self-management to hold back when she realizes that not everyone cares as much about the environment and universal healthcare as she does. She needs to put it in dollars and cents. How can â€Å"going green† benefit a business, not just the environment? Even green businesses have a bottom line and i nvestors that they need to satisfy. Use relationship management to see things from the opposing perspective. And utilize relationship management to promote your initiatives.

Describe the different forms of disguise and deception that feature in Shakespeare’s ‘Twelfth Night’

For this essay I shall try and describe the different forms of disguise and deception which appear in ‘Twelfth Night'. The elements of both disguise and deception are both very important to the play, they bring confusion between the characters which add to the comical tones of the play. The main thought that we, the reader think of would be Viola's physical disguise as a male ‘Cesario' which is one of the central plots that contribute to the comedy of the play. The thought of a male dressing up as a female (and vice versa) is increadibly funny to us today. This would work especially well on a stage, where the full impact of seeing someone trying to accumulate the characteristics of the opposite gender would hit the audience. Yet, because in Shakespeare's day, the female parts were played by boy actors, the original Elizabethan audience would have found a special sophistication in the part of Viola – which would have been a boy, dressing up as a woman, who in the play dresses up as a man. As confusing as it may seem, it does enable the audience to understand more of the situation when either Olivia or Orsino are on stage. It is also these situations which cause a lot of disruption and confusion which make up the plot. In ‘Twelfth Night' disguise and deception are the key feature in the more comical scenes. A good example of this is the humiliation of Malvolio, who is unknowingly decieved into thinking that Olivia is in love with him by Maria, Sir Toby and Sir Andrew Aguecheek. The audience would have found this hilarious in Shakespeare's day because Malvolio embodied all the attributes of a solem strict puritan, which the fun loving Elizabethan audience hated. There is no real sympathy felt for Malvolio at all in the play because of this, and the audience would have seen the mistreatment of Malvolio as their own retribution for how the puritans controlled their lives. Malvolio is further humiliated a few scenes later when Feste (The Clown) dresses up as Sir Topaz, the Curate, and taunts the Emotionaly drained and locked up Malvolio. Whilst Malvolio was a good figure for deception, another good example would be Sir Andrew Aguecheek who is tricked both into also believing that he as well has a chance with Olivia and also Being tricked into a duel with ‘Cesario' by Sir Toby. However when Sebastian comes on the scene, he is mistaken for ‘Cesario' by Sir Toby and Sir Andrew, and unlike ‘Cesario', Sebastian wasn't afraid to defend himself, and Sir Toby's plan backfires. While it is easy just to think of how phsyical disguises deceive a person's perception, some of the character's in ‘Twelfth Night' are deceived about their true natures. Viola's disguise as a male ‘Cesario' enables her to work undetected in Duke Orsino's Court as his messenger. ‘Cesario' is drawn into a love triangle and falls in love with Orsinio, yet is somehow happy to ‘Woo' Lady Olivia for him regardless of his/her feelings. However, the play gets even more confusing when Olivia Falls in love with ‘Cesario' and begins to actively persue him. Although the possibility that Olivia may be in love with a woman is more upsetting to the tradtional structure. While Shakespeare's audience excused it as a case of mistaken identity, a modern audience may think it might have been something more. Olivia's attraction lies in the more feminine qualities of ‘Cesario' like his ‘Angry lip' or ‘Beautiful Scorn'. This creates a debate among modern audiences of whether Olivia suspected or maybe even knew ‘Cesario's' true gender, yet chose to love him/her anyway. Here Shakespeare is challenging the status quo as this challenges the traditonal role of the male being dominant in courtship and shows Olivia obtaining the role of ‘The Woo-er'. As a result of this, Viola is unable to express her love for Orsino – for fear of rejection and therefore she is now trapped in a web of deception. Alternitively Viola's Disguise as ‘Cesario' was necessary for her survival to pass undetected in Duke Orsino's court. Another example of a character using disguise as a means for survival is Antonio, who is in hiding from his enemy Duke Orsino and risks his life by helping Sebastian. Some Characters in ‘Twelfth Night' are deceived about their true natures. A good example of this is how Olivia adopts the pretence of mourning for her brother and father's death. Although the audience is unsure whether this is actually a pretence because losing close family members is very traumatic, however Olivia takes this trauma to the extreme and vows that she will mourn for seven years and for that time no one shall see her face. Alternitively, Her feelings may be a pretence that she feels that mourning for that amount of time is the ‘noble' thing to do, or it's what is expected of her. Olivia's true emotions and intentions are disguised behind a pretence, outer appearence or attitude. These same feelings, however are soon discarded when she meets ‘Cesario'. This kind of extreme emotion links very closely to how the Duke Orsino deludes himself that he is in love with Olivia. In the first scene we are introduced to his feelings about Olivia when he is listening to music in his court ‘If music be the food of love,play on- give me excess of it' however his mood soon changes and he makes the music stop. This shows a very fickle side to the Duke and also mirrors how at the end of the play his feelings for Olvivia turn into a murderous rage ‘I'll sacrafice the lamb that I do love, To spite a raven's heart within a dove. ‘ We believe Orsino's deception of his true nature lies in his ‘self love' and he is actually in love with the thought of being in love, rather than for seeking a relationship. Another good example of a character deceiving their true nature is when Malvolio is duped into the role of Olivia's suitor and changes from his old puritanical self into a smiling ‘courtier'. He changes both his appearence and attitude because he thinks he is doing so for Olivia and even Malvolio's yellow stockings and cross garters are a masquerade. The dramatic convention of disguise creates uncertainties of the meaning and emotions throughout the play. A good example would be the lover's in ‘Twelfth Night' who create two purposes. They firstly create humourous misunderstandings, but also challenge us as an audience into what we see in appearences, gender roles and ‘platonic' same sex feelings. With male actors playing the female parts in the play, the idea of having a stable identitiy, may seem as misleading as disguises. However these disguised characters provide a wider significance by giving us a deeper meaning to ponder about what our beliefs and others are actually based upon. The play brings out the true natures of Olivia, Orsino and Malvolio to the surface. However, it is only Malvolio at the end who still seems unsure to recognise himself as he is blinded by his overwhelming pride and self- righteousness.