Drug Testing Network INC Research Paper Example | Topics and Well Written Essays - 2000 words

Drug Testing Network INC - Research Paper Example The experience that any user has on Drug Testing Network INC website is not fascinating as compared the competitors’ websites. Experience on the website is very important since it captures the interest of the website user who is aimed to get information. Drug Testing Network INC should gear towards making sure that its website is pretty with rich content. The company should ensure that there is an exceptional online experience for every person visiting and revisiting the website. The website should have an appealing effect on the senses as well as arousing a profound desire that is linked with the brand through enveloping each visitor on the website. Therefore, it is very important for Drug Testing Network INC to make sure that the website is appealing enough to influence positive influence of any website visitor. Building an online experience can be easy and challenging depending on the approach that the company desires to choose. First, it will be important for Drug Testing Network INC to ensure that the website has features that are flashier than the competitors. The website can be designed in such a way that it incorporates animations, captivating sound effects, videos on the website, increase microsite and content on the website. All these effects should not be made in such a way that they cloud the content of the information. Drug Testing Network INC should consider a reputable web agency and other interactive media companies to give them e-business advice.

An event in your life that changed you Essay Example for Free

An event in your life that changed you Essay A new house, new school, and a completely new atmosphere were ahead of my nine-year-old life. I had lived in the same house for what it seemed like forever and had attended the same school since first grade. I knew everyone. From January to December, my calendars were filled with birthday parties I had to attend. Performing in talent shows with my best friends Dezerey, Jasmine, and Nykchasia were a yearly activity at Garden Valley Elementary School. The Robinson Centers summer camp was mandatory for my big sister, Breonna, and me. I was used to familiarities like the Chihuahua that ran to the front of its gate and barked every time I rode past it on my sleek, black rollerblades. Those rollerblades made me feel untouchable, at ease and confident until I had to ride them in a new area, surrounded by new, unfamiliar people. Close to the end of my fourth grade year, my mother told my sister and me that we were moving to Terricina Gold Apartments in Natomas. I did not think it was going to change anything. I was probably a bit excited for what was to come. I can clearly remember my first day at Two Rivers Elementary school being terrified. I believe that was when it first hit me that I was not at home anymore. My comfort zone left was tarnished. I remember having butterflies and feeling as if I was going to faint before I stepped foot onto school grounds. When I got to the blacktop all I could do was stand there in silence. The other kids were standing around in there cliques and it was obvious that the fifth graders controlled the far left gate on the black top. I remember one girl that stood out. She looked larger than life in my eyes. She was bright skinned, tall and everyone seemed to flock to her. She made me feel small without even knowing her. I was having trouble finding my classroom number on the blacktop where my class was supposed to  line up. I completely gave up after a few minutes mainly because I felt so out of place I just wanted to hide. Not to mention I am legally blind and even with my glasses I still cannot see all that well so finding my class line was a far reach for my nine-year old mind. I felt out of place and inferior so I I took it upon myself to run away and hide in the nearest bathroom. I stayed in that bathroom for a while, even after the bell rang. I eventually decided to take a step out of the bathroom and walk to my class. In fourth grade I absolutely did not have any social skills. Many children lived in my new apartments. I envied their large groups of friends and seeing them made me miss my old ones. I could never gather up the courage to talk to anyone. Thankfully, I had my older sister. She is the most outgoing between us and she managed to know everyone in nearly a week of our residency. I eventually met everyone that lived in the apartments but I never felt at ease with them as I did with my old friends. I rode my rollerblades all around those apartments and they made me happy like a piece of home was with me. I never realized that I was in fact an introvert. I suppose I had always been a timid person my mother brings up her memories of my behavior as a child often. I never realized my childhood behavior until now. I remember my mom changing my teachers and being too afraid to walk into the classroom even though I knew the teacher and all the students well. Moving away from my familiarities showed how quiet and unsociable I was. I did not have friends at school until I was well into my seventh grade year. Today, I am on the verge of twenty-years-of-age, and I still have to work on speaking up and being more sociable. Before I had many friends and after I moved, I did not. I believe if I stayed where I lived before I would have been given a sense of security. Looking back, I believe I would not have gained a great number of wonderful friends. My experiences with people in my apartments are always the topic of conversation with my family and friends and they bring on tons of laughs and feelings of embarrassment. I love revisiting my old Natomas neighborhoods and seeing my old friends. We always joke saying TG (Terricina Gold) for life. I guess you can call it a family.

An Exploration Of Leadership Style Of Howard Schultz Management Essay

An Exploration Of Leadership Style Of Howard Schultz Management Essay This essay explores the leadership style of a successful international businessman, Howard Schultz, the Chief Executive Officer of Starbucks coffee-house company, arguably the worlds most successful coffee company. Fellner (2008) credited Schultz with having a highly successful year in 2003 à ¢Ã¢â€š ¬Ã‚ ¦ with a net sales of $4.1 billion (almost twice what it had earned in 2000 when it yielded $265 million (p.16). Schultz was ranked as the 354th richest person within the USA in 2006 with a net worth of over one billion dollars (Forbes.com, 2006). Schultz joined the Starbucks Company initially as an executive in the early 1980s before becoming chief executive officer in 1987 and was credited for developing the company into an internationally recognized brand and multi-national corporation (James, 2009). He took a step down from CEO to Chairman in 2000 and witnessed the company struggle through the economic down-turn before returning to the helm as CEO in 2008 and navigating the compa ny through an international expansionist strategy whilst reducing the number of physical companies in the domestic US market. The premise of relevant leadership theories and models will be used to analyze the topic of Schultzs leadership style. In particular, one will assess the type of skills that he has demonstrated in order to ascertain his style of leadership in terms of competencies and meta-competencies. This assignment will enable the reader to understand what makes a successful entrepreneur and global leader by providing a lens into their world-view. In conjunction with references to academic discourse, the components of this effective leader are illuminated through a personal bibliography within the following section. CRITICAL ANALYSIS: LEADERSHIP THEORIES AND SCHULTZS LEADERSHIP STYLE Burns (1978) introduced a theory on leadership that has had global implications for organizations. At the heart of Burns argument was a differentiation between two different types of leader: transformational and transactional. The latter often bases his approach on interactions and exchanges with those at lower organizational tiers in order to meet his desired strategic goals. In turn, his employees get what they require such as a salary, praise or promotion in exchange for what the leader values (such as effective performance levels). Conversely, a transformational leader seeks to redress employee/follower concerns and meet their desires whilst leading effectively and dealing with organizational issues at a higher contextual level. In this latter respect, followers are accorded respect and encouraged to develop as persons in their own right. They are also encouraged to participate at a collective level in order to ensure organizational objectives are met. Transformational Leaders te nd to adapt a selling style of leadership. The influence of this approach is captured in the following quote: [It] engenders high levels of motivation and commitment among followers/members. The emphasis is on generating a vision for the organisation and leaders abilities to appeal to the higher ideals and values of followers/members in order to achieve high performance, high commitment and high inclusion to an organisation or system (Rodgers et al; 2003: p.16). The emphasis shift from Transactional to Transformational leadership occurred in order to redress the hierarchical imbalance associated with Transactional theories by encouraging active participation and inclusion amongst followers. Discourse widely proffers that effective leadership development is an ambiguous and contested concept due in part to the variability of peoples leadership styles. Bryman (2007) argues that heroic and hierarchical forms of leadership that focus on a leaders competencies and behaviours have traditionally prevailed within business circles yet are increasingly unsuitable in the current and somewhat chaotic, global business environment (Collinson, Collinson, 2009: p.367). It is widely argued that modern leaders must eschew novel skill-sets, meta-competencies such as inter-personal skills and positive behaviours in order to increase organizational efficiencies and effectiveness (Kiel and Watson, 2009). Kutz discusses some of the tensions emanating from globali zation and free-market structures where a: Constant pressure to innovate, gives rise to continually changing contexts. In turn, these phenomena require executives and leaders to respond and adapt to quickly changing contexts (2008: p.18). Schultz recent advocated the use of mobile technology to enhance the efficiency and effectiveness of the company by accepting purchase payments through a mobile device. A Starbucks Card-Mobile iPhone application also enables use in a gift card capacity by presenting a technically secure QR bar code for baristas to scan in front of a high-tech 2D scanner during the payment process (Butcher, 2010). Participating customers now have the ability to reload their card balance via their mobile device using a major credit card. They also have the ability to check the status of their My Starbucks Reward status and to search for Starbuck stores in situ (ibid). From an historical perspective and before mobile technologies were piloted and implemented across New York Stores, Schultz had a vision to create 2000 physical stores by the year 2000. Some observers credit this vision with the driver behind Starbucks success. Schultz used his ability to translate this vision across the organizations management teams and supervisors who possessed micro level visions that directly sustained and supported his aims: His powerful communication skills define a leader who knows not only what he stands for, but also the values he promotes, and who knows how to make an emotional connection with his listeners (Bloomberg Businessweek, 2006: n.p). At a lower contextual level, management and supervisors directly supported their staff by providing them with the opportunity and resources to grow through various activities such as coaching, training, mentoring and educational opportunities. A shift towards a situated, networked and fluid leadership style based on n ovel forms of participation has been the consequence of Schultzs actions. Schultz stresses the importance of sharing both the success and the credit of entrepreneurship (Neff Citrin, 1999). Collinson Collinson cited research by Bolden et al. (2008, 2009) within the higher education establishments which identified strong evidence of distributed leadership. Conversely, and paradoxically, respondents (employees) also recognized the importance of powerful and inspiring leaders (2009: p.376). Schultz advocated the purchase of companies including Seattle Coffee Company in the UK and subsequently expanded their operations beyond the United States into Europe and South East Asia. By 2003 the number of stores rose to 6,000 and by 2010 approximately 16 thousand stores existed in over 50 countries (New York Times, 2010). The success of Starbucks has been attributed to Schultz collaborative style that contained powerful social essence, encouraged follower empowerment and which was seen as non-hierarchical and less-centralized compared to many other business models. Starbucks business strategy was driven by a man who exhibited effective leadership skills by empowering lower-tiered management and staff to participate in decision-making activities (associated with the 2000 vision) and by, for instance, providing universal healthcare for all employees. Starbucks uses 2 mission statements which are noted in the companys website: To inspire and nurture human spirit one person, one cu p, and one neighbourhood at a time and Starbucks is committed to a role of environmental leadership in all facets of our business (www.starbucks.com). James (2009) recently noted how the company still prides itself on its treatment of workers (baristas) who receive the same health benefits as all other tiers of the company: He gave baristas health care plus a share of the profit. When the AIDS epidemic was at its height, Starbucks paid for terminal illness care for employees for 29 months until the government took over (n.p). James also noted some of the current tensions facing Starbucks Corp and its CEO in particular. Schultz may have provided all employees with a 401(k) plan and stock options (including health benefits); however Starbucks Workers Union has restricted rights which limit its ability to defend staff against low-paid work and unsociable hours. James noted how Schultz stated: I was convinced that under my leadership, employees would come to realize that I would listen to their concernsà ¢Ã¢â€š ¬Ã‚ ¦If they had faith in me and my motives, they wouldnt need a union. On his return to the CEO fold in 2008, Schultz planned to dramatically reverse a decline in sales and achieve a turnaround in the companies financial performance at a time when the business world presumed that Starbucks had effectively lost its innovative edge. He advocated the closure of 300 US stores and cut hundreds of jobs yet aggressively opened hundreds of new stores beyond the US market (New York Times, 2010). Schultz took the decision to downsize in the US market and expand further globally with the support of his senior management team. This reflects Hughes, Ginnett, and Curphy (1999, p. 365), who found that: [members] solidify into an interdependent team of mutually supporting friends and colleagues (cited in Bentley et al; 2004). Tobak, (2009) questions whether Schultz had the vision at that time to acknowledge that Starbucks undertook such changes without foreseeing the problems that may ensue. He conveniently blamed the economic downturn  [1]  for much or Starbucks p roblems when in fact significant problems occurred approximately 18 months before the economy: à ¢Ã¢â€š ¬Ã‚ ¦took a nose dive. From January 2007 to August 2008, its share price was off 60 percent while the Nasdaq index was essentially flat. This is not about the economy, and Schultz knows it (n.p). Schultz stated in a recent July/August 2010 Harvard Business Review article: The past two years have been transformational for the company and, candidly, for me personally. When I returned, in January 2008, things were actually worse than Id thought. The decisions we had to make were very difficult, but first there had to be a time when we stood up in front of the entire company as leaders and made almost a confession-that the leadership had failed the 180,000 Starbucks people and their families. And even though I wasnt the CEO, I had been around as chairman; I should have known more. I am responsible. We had to admit to ourselves and to the people of this company that we owned the mistakes that were made. Once we did, it was a powerful turning point. Its like when you have a secret and get it out: The burden is off your shoulders. Cited in Petty (2010: n.p) In early 2009, the company bounced back and has seen more store traffic and renewed earnings growth with Starbucks shares raising to $24 a share. By spring 2010, the company: à ¢Ã¢â€š ¬Ã‚ ¦announced its first dividend to be paid in cash to investors. In April, the company said its profit rose more than eightfold in the second quarter, as more customers visited its stores and spent more (ibid: n.p). Kiel Watson (2009) suggest that most organizational issues encompass human rather than technical challenges and suggest: While no academic study has been conducted on this topic [affective leadership and emotional intelligence], we believe that [those] who are successful in developing the support of their communitiesare ones who expend considerable emotional labo[u]r (p.22). Schultz leadership style has been described in the following terms: They dont teach caring in business schools, and benevolence isnt usually discussed in corporate management seminars. But these values anchor Schultzs leadership philosophy as he seeks to build connections between people through demonstrations of heart and conscience. Starbucks baristas, for example, receive a Green Apron Book that exhorts them to be genuine and be considerate. And the company works hard to treat its coffee growers in Third World countries with dignity while purchasing their products at above-market prices (Meyers, 2005, p. 1) Lara Wyss, Starbucks director of global consumer public relations also noted how: The company is testing concept stores with various platforms that fit in with its Shared Planet pledge hat each new store built in 2010 will be Leadership in Energy and Environmental Design (LEED) certified (Zegler, 2010: p.62). Starbucks has recently introduced three concept stores in Seattle, Disneyland Paris and London. The former was recently redesigned in the light of its heritage concept theme and uses various recycled and revamped materials as part of its dà ©cor. Schultz illustrated examples of effective leadership by embracing a culture of open communication and by constructing active partnerships with his work-force. Schultz style of leadership would be at odds with a somewhat aggressive and negative management style that reflected an authoritarian and hierarchical leadership approach, such as that adopted by Michael OLeary from Ryanair. A Wall Street Journal (2009) article highlighted OLeary s abhorrence and total disregard of trade union power within the airline industry and how his drive for cost savings included the prospect of refusing free food for airline staff if the opportunity arose. Further criticism was directed at him for a perceived lack of moral leadership by refusing to provide wheel chair assistance for disabled passengers (Box Byus, 2005: p.68). Conversely: Starbucks was among the first companies to provide medical benefits to part-time employees. Today, however, Starbucks is spending more on healthcare than on coffee, and the workforce is nervous about shrinking benefits. Were not ever going to turn our backs on our partners [employees], says Schultz reassuringly. Then he faces reality. But we need relief. Where is the money going to come from? (US.news.com, 2005) In this respect, Schultz and OLeary are clearly different types of leaders with opposing leadership styles, yet both have similar beliefs in regards to trade union power. Fellners (2008) book viewed Schultz as the leader of a coffee chain with a proffered liberal consciousness and whose reputation was paradoxically categorized as a symbol of globalization and all that is immoral with free-market capitalism. She found paradoxes in the basis of employee friendly structures that espouse universal healthcare provision with anti trade-unionist practices; and between what she perceived as community individuality and forms of cultural hegemony. Carroll, Levy Richmond (2008) discussed Alvesson and Sveningssons (2003abc) research findings which stipulated that numerous managers involved in leadership development may effectively articulate abstract ideals such as vision and inspiration. However, an inability to define or explain concrete actions undertaken in pursuit of such ideals was also d eemed prevalent (ibid). CONCLUDING NOTES This section will provide a conclusion to the assignment and discuss some of its limitations. It was noted within the main body of text how different leadership styles can influence employee motivation and job satisfaction. A clear comparison can be made between Schultz leadership style and that of a successful entrepreneur in another industry (Michael OLearys Ryanair airline company). It was also discussed above how various leadership styles impact upon employee motivation and job satisfaction. Nelson and Quick (2006) attributed Schultzs leadership to a transformational style because his caring and generous nature reflects transformational leadership qualities. In some respects, it is clear that Schultz shows concern for the whole Starbucks organization and exhibits openness and debate amongst its employees and management rather than pursuing activities out of his own selfish interests. Spillane proposes that: à ¢Ã¢â€š ¬Ã‚ ¦ from a distributed perspective, leadership practice takes shape in the interactions of people and their situation, rather than from the actions of an individual leader (2004: p.3). In realist terms, Fellner (2008) illuminated the chaotic social and business blend that Schultz embraces which seeks to maximize corporate profit by targeting new markets (foreign markets, mobile technology markets) whilst exhibiting sufficient social justice tendencies. It is this paradox that has led Schultz and his team to constantly align itself with one set of principles whilst seeking solace in another set of principles that are arguably at opposing sides of the spectrum. Collinson Collinson (2009) noted how Cameron et al. (2006) viewed effective leaders as: à ¢Ã¢â€š ¬Ã‚ ¦simultaneously paradoxical, integrating factors usually seen as competing, contradictory and even incompatible (ibid: 377). Schultz seems to have used high degrees of emotional intelligence by seeking alliances and partnerships within the Starbucks organization, rather than thrive on adversity and seek economic benefit from unethical channels. As noted above, OLearys approach to staff meals and customer wheel chairs highlight his domineering and hierarchical leadership approach whilst Schultz willingness to support employees suffering from HIV shows aspects of social justice in his personality traits. Schultz embraced change and development in a chaotic, competitive and complicated external environment. He seemed to display a significant amount of vision and emotional intelligence in order to transform the status quo into a global brand in over 50 countries. Overall, the literature suggests that modern leaders must provide effective leadership skills that compliment and encompass traditional management skills. These are increasingly linked to emotional intelligence, empowerment, empowerment, reflection, the ability to take risk without apprehension and the need to reflect upon the ethical and moral consideration of others. Schultz openness for social and ethical practices in pursuit of Starbucks business objectives has been applauded by many observers. Much of Schultz skills included trust building, negotiating with opponents and encouraging mutual co-operation. Therefore, one must possess a combination of hard, technical and softer, intuitive leadership skills in order to solidify their role as an effective leader in all situations. They must also be charismatic and inspirational yet calculated risk takers in order to navigate their respective organizations through the chaos and complexity (for instance, see Wheeler et al., 2007 in Coll inson Collinson, 2009)

The Irreconcilable Donkeys and Elephants Essay --

The amber waves of grain sway in the wind. Majestic purple mountains rise like waves in the distance. The air is peaceful. The Articles of Confederation and the Constitution were the calm before the storm. Since the nineteenth century the two main political parties have been represented by the wrinkled elephant, and the furry donkey. Since the brawl began, it has never ceased. Is it a fight worth fighting? The elephants trunk crashes on the ass’s disproportionate head. With a kick, the donkey springs backwards as the large beast crumples in agony. If I lived in the 1800s, near or far from the amber waves of grain, I would be neither a Republican or a Federalist. The Republicans and Federalists have too conflictual objectives to make peace. The ring of peace is a crucial goal for democracy. The bell of peace and liberty has ceased to ring, therefore I refuse to commit myself to a Federalist or Republican party. The battle will rage eternally. On September 17, 1787, when the Constitution was adopted immediately strife arose. The Republicans and Federalists disagreed about what power the Constitution should have, and how to interpret it. Alexander Hamilton believed in a strong federal government, he was a Federalist. Controversially, Thomas Jefferson, a Republican, demanded a small local government. In this scenario, I regard both varieties of government strength being equally necessary. Jefferson had a narrow interpretation the Constitution, and Hamilton interpreted with a broad meaning of every word. He argued that the Constitution created a government to solve national problems. Although, he only wanted to give power to federal government. (Center for Civic Education.) The Republicans and Federalists views clashed on how much c... ...ts will fight beyond the death. Tails will whip, and stripes will blow away in turmoil. Stars just might fall from the sky, too. If I lived in 1800s, I wouldn’t be a Republican or a Federalist. Two parties that just couldn’t agree, I find hard to trust or take part in. The new generation of elephants and donkeys has the same problem. It is ingrained into the genetics of government. Even with the disgust, monotonous fighting, and tension between political parties we all fight for pursuing happiness. An â€Å"inalienable right†, as spoken by John Locke. There is yet another thing the elephants and donkeys agree on: where they fight is a pretty amazing culture and place. America has billions of flaws, but we’re doing a lot of things right, too. Everyone’s too caught up in conflicts to appreciate the amber waves of grain, the fruited plains, and the shining seas.

Education Philosophy Outline

Philosophy of Education Outline I. Introduction a. Ever since I was in elementary school, I wanted to become a teacher. I have had some outstanding teachers in my lifetime and I would love to carry on the legacy. I want to inspire the future generation to make the world a better place. b. Every teacher has their own personal views on teaching, learning, goals, and professional development. c. Teaching is not just a job. Teachers mold their students’ futures every day. I believe it is highly important that each teacher strives to make a difference in each student’s life.II. Teaching d. Tools are a necessary part of learning. I plan to use a variety of tools, including SmartBoard technology, books, videos, props, etc. I believe students learn the best by participating in hands-on activities as opposed to only lectures. e. I believe that a teacher should play many roles, not just one. This includes being the motivator, facilitator, challenger, and supporter. f. The School of Thought I agree with is Democratic. This stresses the process of learning, not just the product. It also promotes outside-the-box thinking. g.My preferred educational philosophy is progressivism. I favor an open classroom where students often work together and learn to deal with social problems as well as material from the curriculum. III. Learning h. Learning is something we do every minute of every day. When someone learns, they are broadening their horizons and gaining new experiences. i. Learning is an adventure and a voyage. j. In my classroom, I plan to incorporate a variety of strategies. This includes discussion, but will also include hands-on activities, group work, and presentations. IV. Teaching Goals k.To incorporate out-of-the-box thinking and new ideas. l. To make sure every student understands the subject matter. m. To be open to change and spontaneity. V. Personal or Professional Development n. To make each student truly feel that they are a vital part of the clas sroom, and that they have the power to make a difference. o. To be just as passionate about my work and the subjects studied as I expect my students to be. VI. Conclusion p. When I become a teacher, I hope to change the lives of each and every student. q. Making a difference is inspiring our future generation to change the world.

An Elephant of a Different Color

An Elephant of a Different Color An Elephant of a Different Color An Elephant of a Different Color By Maeve Maddox The word elephant is one of my favorites. I love the magnificent creature to which it refers, and it’s fun to say. English has several metaphorical expressions that refer to elephants. pink elephants: hallucinations supposedly experienced by those who have drunk to excess white elephant: a possession of little use that is costly to maintain; property that is difficult to sell The expression is usually explained by citing a king of Siam who used to make a present of a white elephant to courtiers whom he wished to ruin. White elephants were considered sacred, so they couldn’t be put to work, and they were costly to care for. The term is used in the real estate industry to refer to overpriced properties belonging to celebrities: â€Å"what in the industry are called ‘white elephants’–properties that are rare, large, expensive and hard to move.† white elephant sale: a rummage sale A rummage sale provides the opportunity to get rid of useless objects by selling them to others who must then take care of them. rogue elephant: a vicious dangerous elephant that lives apart from the herd. The term rogue elephant is not metaphorical, but one use of the word rogue derives from it. In the essay â€Å"Shooting an Elephant,† Orwell explains the difference between a rogue elephant and a tame bull elephant experiencing must. (Musth or must is a periodic condition in bull elephants characterized by highly aggressive behavior.) The tame elephant will be violent for a time, but then return to a docile state. During the 2008 U.S. presidential campaign, a campaign aide described Sarah Palin as â€Å"going rogue†; Palin later used the expression as a book title. to see the elephant: to go on an adventure; to gain experience of life Young men leaving home to seek wealth in the California gold fields said they were â€Å"going to see the elephant.† When their dreams didn’t pan out, and they returned home empty-handed, they said they’d â€Å"seen the elephant.† The expression probably originated from much earlier times when elephants were an extremely rare sight, and people who wanted to see one had to undertake an arduous, adventurous journey. the elephant in the room: a serious topic that everyone is aware of, but which no one wishes to talk about openly According to the Ngram Viewer, â€Å"elephant in the room† was in use as early as 1859, but its climb to its present popularity began in the 1980s. So ubiquitous has it become, speakers are running variations on it, talking about the â€Å"big elephant in the room,† the â€Å"ginormous elephant in the room,† the â€Å"pink elephant in the room,† the â€Å"white elephant in the room,† and even the â€Å"blue elephant in the room.† Sometimes the variations are meant to be clever, like calling a pink mansion difficult to sell, a â€Å"pink elephant,† or calling the problem of pornography and cursing a â€Å"blue elephant,† because cursing is said to turn the air blue. Sometimes the variations seem the result of mere confusion. For example, the adjective pink is added so often as to suggest that the association of â€Å"pink elephants† with delirium tremens has been forgotten. For example, Actually, if your organization is currently going through a change,  employees and customers are probably talking about it as you read this. So it would be best if you addressed that â€Å"pink elephant†Ã‚  in the room and nip that â€Å"water cooler† talk in the bud as soon as possible! While it might be the pink elephant in the room, it is important to point out the increased likelihood, or at least temptation, of corruption when the teacher is administering both the pretest and post-test. (This is from an article that suggests that teachers may be cheating when administering standardized tests.) The meaning of the elephant in the room seems to be slipping away. At a writing conference, I heard an author refer to Amazon.com as â€Å"the elephant in the room,† not in the sense of something not to be talked about, but as â€Å"the largest presence† in publishing. The once vivid expression â€Å"the elephant in the room† has become so clichà ©d that writers who can’t come up with a new metaphor to express the idea would do better to say, â€Å"the problem no one wants to acknowledge.† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Expressions category, check our popular posts, or choose a related post below:100 Beautiful and Ugly Words"Latter," not "Ladder"Shore It Up