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At the moment the second plane was slamming into the south tower, President Bush was (1)_____ to the second-graders of Emma E. Booker Elementary in Sarasota FTA. When he arrived at the school he had been whisked (2)_____ a holding room: National Security Advisor Condoleezza Rice needed to (3)_____ to him. But he soon appeared in the classroom and listened (4)_____ as the children went through their reading drill. As he was getting ready to pose (5)_____ pictures with the teachers and kids, chief of staff Andy Card entered the room, walked (6)_____ to the President and whispered in Ms right ear. The President"s face became (7)_____ tense and serious. (8)_____ nodded, Card left and for several minutes the President seemed distracted and somber but then he (9)_____ his interaction with the class. "Really good readers, whew!" he told (10)_____ "These must be six-graders!" Meanwhile, in the room (11)_____ Bush was scheduled to give his remarks, about 200,people, (12)_____ local officials, school personnel and students, waited under the hot lights., Word of the crash began to (13)_____ reporters called their editors, but details were sparse until someone (14)_____ there was a TV in a nearby office. The President finally entered, about 35 minutes later, and (15)_____ his brief comments. "This is a (16)_____ time for America," he began. He ordered a massive (17)_____ to "hunt down the folks (18)_____ committed this act." Meanwhile the bomb dogs took a few extra passes through Air Force One, and an extra fighter escort was added. (19)_____ the President too was going to have trouble (20)_____ home.
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The age at which young children begin to make moral discriminations about harmful actions committed against themselves or others has been the focus of recent research into the moral development of children. Until recently, child psychologists supported pioneer developmentalist Jean Piaget in his hypothesis that because of their immaturity, children under age seven do not take into account the intentions of a person committing accidental or deliberate harm, but rather simply assign punishment for offences on the basis of the magnitude of the negative consequences cause. According to Piaget, children under age seven occupy the first stage of moral development, which is characterized by moral absolutism (rules made by authorities must be obeyed) and imminent justice (if rules are broken, punishment will be meted out). Until young children mature, their moral judgments are based entirely on the effect rather than the cause of an offence. However, in recent research, Keasey found that six-year-old children not only distinguish between accidental and intentional harm, but also judge intentional harm as naughtier, regardless of the amount of damage produced. Both of these findings seem to indicate that children, at an earlier age than Piaget claimed, advance into the second stage of moral development, moral autonomy, in which they accept social rules but view them as more arbitrary than do children in the first stage. Keasey"s research raises two key questions for developmental psychologists about children under age seven: do they recognize justifications for harmful actions, and do they make distinctions between harmful acts that are preventable and those acts that have unforeseen harmful consequences Studies indicate that justifications excusing harmful actions might include public duty, self-defense, and provocation. For example, Nesdale and Rule concluded that children were capable of considering whether or not an aggressor"s actions was justified by public duty: five year olds reacted very differently to "Bonnie wrecks Ann"s pretend house" depending on whether Bonnie did it "so somebody won"t fall over it" or because Bonnie wanted "to make Anne feel bad." Thus, a child of five begins to understand that certain harmful actions, though intentional, can be justified: the constraints of moral absolutism no longer solely guide their judgments. Psychologists have determined that during kindergarten children learn to make subtle distinctions involving harm. Darley observed that among acts involving unintentional harm, six-year-old children just entering kindergarten could not differentiate between foreseeable, and thus preventable, harm and unforeseeable harm for which the offender cannot be blamed. Seven months later, however, Darley found that these same children could make both distinctions, thus demonstrating that they had become morally autonomous. Keasey"s findings support the conclusion about six-year-old children that
One key answer to the problem of finding and keeping customers—and turning their good will into sales—is having good customer relationship management (CRM). CRM"s goal is to create a cooperation among sales, marketing, and customer-service activities within an organization in order to obtain and retain customers. CRM on the Internet—e-CRM—uses Web technology to create such a cooperation. E-CRM means different things to different companies. Some enter e-CRM through traditional contact-management and sales-force automation software from such vendors as Gold Mine Software Corp. or Interact Commerce Corp. Many companies see e-CRM as a natural extension of their call centers. In an ideal system, historical information, such as customers" buying preferences, or circumstantial information, such as customer-contract volumes, can launch actions and data screens. Finally, companies with corporate enterprise resource planning (ERP) systems see e-CRM as a natural part of computer-facilitated management. You don"t need to begin on a grand scale; you can take small steps toward a comprehensive e-CRM system with experienced contact management companies such as Commence Corp. Gold Mine Software Corp., Interact Commerce Corp., and Multiactive Software. GoldMine 5.0 is aimed at teams of 1 to 50 users who want to track, refer, and act on telephone and e-mail contacts from customers. The users needn"t reside on a local network to coordinate an action. All each user needs is an IP address. Gold Mine Front Office offers templates for specific industries; these define roles and relationships and include rules for workflow processes. Similarly, Interact Commerce Corp. has a multi-layer product family, including ACT2000 and SalesLogix2000. Each can integrate the activities of sales, marketing, and support teams. Smaller organizations can also take advantage of the services of dot-com companies such as salesforce.com and UpShot.com, which focus primarily on sales-force automation. These companies will put your basic e-CRM services online for under $50 per user per month. On the downside, you don"t get much customization or integration. Some e-CRM companies have fewer options, and often concentrate on vertical markets. Janna Systems, for example, specializes in e-CRM solutions for the financial services industry. Some companies, such as eGain Communications Corp. and Talisma Corp. specialize in e-mail based CRM and offer both hosted and online services. Socrates Technologies Corp. takes the online ASP approach and offers the SalesLogix2000 suite on the Web along with other e-business applications. Companies working on CRM aim at
The age at which young children begin to make moral discriminations about harmful actions committed against themselves or others has been the focus of recent research into the moral development of children. Until recently, child psychologists supported pioneer developmentalist Jean Piaget in his hypothesis that because of their immaturity, children under age seven do not take into account the intentions of a person committing accidental or deliberate harm, but rather simply assign punishment for offences on the basis of the magnitude of the negative consequences cause. According to Piaget, children under age seven occupy the first stage of moral development, which is characterized by moral absolutism (rules made by authorities must be obeyed) and imminent justice (if rules are broken, punishment will be meted out). Until young children mature, their moral judgments are based entirely on the effect rather than the cause of an offence. However, in recent research, Keasey found that six-year-old children not only distinguish between accidental and intentional harm, but also judge intentional harm as naughtier, regardless of the amount of damage produced. Both of these findings seem to indicate that children, at an earlier age than Piaget claimed, advance into the second stage of moral development, moral autonomy, in which they accept social rules but view them as more arbitrary than do children in the first stage. Keasey"s research raises two key questions for developmental psychologists about children under age seven: do they recognize justifications for harmful actions, and do they make distinctions between harmful acts that are preventable and those acts that have unforeseen harmful consequences Studies indicate that justifications excusing harmful actions might include public duty, self-defense, and provocation. For example, Nesdale and Rule concluded that children were capable of considering whether or not an aggressor"s actions was justified by public duty: five year olds reacted very differently to "Bonnie wrecks Ann"s pretend house" depending on whether Bonnie did it "so somebody won"t fall over it" or because Bonnie wanted "to make Anne feel bad." Thus, a child of five begins to understand that certain harmful actions, though intentional, can be justified: the constraints of moral absolutism no longer solely guide their judgments. Psychologists have determined that during kindergarten children learn to make subtle distinctions involving harm. Darley observed that among acts involving unintentional harm, six-year-old children just entering kindergarten could not differentiate between foreseeable, and thus preventable, harm and unforeseeable harm for which the offender cannot be blamed. Seven months later, however, Darley found that these same children could make both distinctions, thus demonstrating that they had become morally autonomous. Piaget and Keasey would not have agreed on
One key answer to the problem of finding and keeping customers—and turning their good will into sales—is having good customer relationship management (CRM). CRM"s goal is to create a cooperation among sales, marketing, and customer-service activities within an organization in order to obtain and retain customers. CRM on the Internet—e-CRM—uses Web technology to create such a cooperation. E-CRM means different things to different companies. Some enter e-CRM through traditional contact-management and sales-force automation software from such vendors as Gold Mine Software Corp. or Interact Commerce Corp. Many companies see e-CRM as a natural extension of their call centers. In an ideal system, historical information, such as customers" buying preferences, or circumstantial information, such as customer-contract volumes, can launch actions and data screens. Finally, companies with corporate enterprise resource planning (ERP) systems see e-CRM as a natural part of computer-facilitated management. You don"t need to begin on a grand scale; you can take small steps toward a comprehensive e-CRM system with experienced contact management companies such as Commence Corp. Gold Mine Software Corp., Interact Commerce Corp., and Multiactive Software. GoldMine 5.0 is aimed at teams of 1 to 50 users who want to track, refer, and act on telephone and e-mail contacts from customers. The users needn"t reside on a local network to coordinate an action. All each user needs is an IP address. Gold Mine Front Office offers templates for specific industries; these define roles and relationships and include rules for workflow processes. Similarly, Interact Commerce Corp. has a multi-layer product family, including ACT2000 and SalesLogix2000. Each can integrate the activities of sales, marketing, and support teams. Smaller organizations can also take advantage of the services of dot-com companies such as salesforce.com and UpShot.com, which focus primarily on sales-force automation. These companies will put your basic e-CRM services online for under $50 per user per month. On the downside, you don"t get much customization or integration. Some e-CRM companies have fewer options, and often concentrate on vertical markets. Janna Systems, for example, specializes in e-CRM solutions for the financial services industry. Some companies, such as eGain Communications Corp. and Talisma Corp. specialize in e-mail based CRM and offer both hosted and online services. Socrates Technologies Corp. takes the online ASP approach and offers the SalesLogix2000 suite on the Web along with other e-business applications. To which of the following statements would the author most likely agree
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