Knowledge Management Models And Frameworks Commerce Essay

Knowledge Management Models And Frameworks Commerce Essay The purpose of this paper is to critically review the various knowledge management models and frameworks. The review found that various knowledge management models and frameworks varies in perspectives ranging from the basic assumption of the articulation and transfer of tacit and explicit knowledge to the more complex and complicated assumption that knowledge is intellectual capital and it is mechanistic in perspective as well as an important asset that has to be managed efficiently for firms success. In this paper, knowledge management models are divided into three categories: knowledge category models, intellectual capital models, and socially constructed models. Besides, two knowledge management frameworks will be discussed in this paper. Finally, a KM model and framework is tentatively suggested to act as a useful guide for further research and organizational application. Introduction Nowadays, the world is fully experiencing an era, namely: knowledge age or the knowledge economy. In knowledge economy, knowledge is the crucial commodity due to the rapidly technological advancement. The technological innovations are eliminating the gap between competing companies and the collective knowledge of the employees become the key factor in producing innovative and competitive products or services (Sunassee and Sewry, 2002). Since previously managers did not encourage diffusion and sharing of knowledge among employees, changing in mindset is required for managing the knowledge effectively. The knowledge-driven activities in organizations and of the broader economic and social life lead to the management of knowledge become very important (Sunassee and Sewry, 2002). In general, this managerial activity has been known as Knowledge Management (KM). Previous research on knowledge management indicates the existence of various definitions of knowledge management. According to Nonaka and Takeuchi (1995), knowledge management is the capability of a company to create new knowledge, disseminate it throughout the organization and embody it in products, services, and systems. Duffy (1999) defines knowledge management as the identification, growth and effective application of an organisations critical knowledge. Knowledge management has been defined in another term, which is an organized and explicit process to generate, renew, and apply knowledge to maximize an organizations knowledge-related effectiveness and returns from its knowledge assets (Wiig, 1997). Alavi and Leidner (1999) define knowledge management as a systemic and organizationally specified process for acquiring, organizing, and communicating both tacit and explicit knowledge of employees so that other employees may make use of it to be more effective and productive in thei r work. Besides, ODell et al., (1998) define knowledge management as a conscious strategy of getting the right knowledge to the right people at the right time and helping people share and put information into action in ways that strive to improve organizational performance. For instance, Beckman (1999) define knowledge management as the formalization of and access to experience, knowledge and expertise that create new capabilities, enable superior performance, encourage innovation and enhance customer value. In general, KM is the process of creating, storing, distributing, and applying knowledge. By reviewing the significance of knowledge management and the complexity of its nature, it is timely to try to understand the latest theories underlying knowledge and knowledge management. Hence, this paper will critically study the latest models and frameworks of knowledge management and discuss on the assumptions and views of each model and framework. The aim of this paper is to examine the current understanding of the theory and practice of the emerging field of knowledge management by critically evaluating existing knowledge management models and frameworks. Therefore, employers or practitioners in organizations can understand their concepts and improved approaches can be developed and applied to organization and to those who need to work and implement knowledge management. This paper will begin by presenting the aims and objectives and followed with a short discussion on the types of knowledge. This is followed with the discussion on some of the existing knowledge management models and frameworks. Types of Knowledge In todays competitive business environment, only the knowledge of an organization can provide the basis for organizational renewal and sustainable competitive advantages. Organizational knowledge can be classified into two distinctive types of knowledge: explicit and tacit. According to Polanyi (1967), explicit knowledge is the knowledge which is easily to formalize, transfer, and store; documented, articulated into formal language, formally expressible and easily to communicate; tacit knowledge is pertaining to ideas, feelings, and individual experience, which is more complicated and difficult to share with each others. Explicit knowledge is the fact and can be codified and transmitted in a systematic and formal language. It is usually data, which is internal to an organization and can be easily collected. Tacit knowledge is the personal experiences, context-specific knowledge that is difficult to formalize record or articulate. It actually resides in the heads of the people, behavior and perception (Frid, 2000). Examples are intuitions, hunches, insights, beliefs and values. Both tacit and explicit knowledge are needed for an organization to achieve greater performance (Sanchez et. al. 1996). Knowledge Management Models and Frameworks Knowledge Category Models These types of model categorize knowledge into discrete elements. One of the most renowned KM models fits into this category, the Knowledge Spiral model by Nonaka and Takeuchi (1995). This model presents a high level conceptual representation of the knowledge dimensions, namely tacit and explicit knowledge. The model makes a number of assumptions, namely: 1. Tacit knowledge can be transferred through a process of socialization (everyday comradeship) to become the tacit knowledge of others top left quadrant 2. Tacit knowledge can become explicit knowledge through a process of externalization (formalizing a body of knowledge) top right quadrant 3. Explicit knowledge can be transferred into tacit knowledge in others through a process of internalization (translating theories into practice) bottom left quadrant 4. Explicit knowledge can be transferred to explicit knowledge in others through a process of combination (combining existing theories) -bottom right quadrant. One criticism of the model is that knowledge transfer in organizations is much more complicated and convoluted than this simple matrix suggests. The model also assumes an integration of tacit and explicit knowledge; often this is not the case. This model is shown in figure no. 1 below. A simple but more elaborate version of Nonakas model is shown in figure no. 2 (Hedlund and Nonaka, 1993). This model assumes there are four different levels of carriers, or agents, of knowledge in organizations, namely the individual, the group, the organization and the inter-organizational domain (customers, suppliers, competitors, etc.). The above model is helpful by relating the carriers to the types of knowledge; it remains problematic in that it assumes the carriers, like the knowledge, can be simply separated. Another example of a knowledge category model is that of Boisot, (1998), as shown in figure no. 3. Boisots model considers knowledge as codified or uncodified, diffused or undiffused, within an organization. Boisot uses the term codified to refer to knowledge that can be readily prepared for transmission purposes (e.g. financial data). The term uncodified refers to knowledge that cannot be easily prepared for transmission purposes (e.g. experience). The term diffused refers to knowledge that is readily shared while undiffused refers to knowledge that is not readily shared. The model presents the following characteristics: 1. Knowledge categorized as both codified and undiffused is referred to as propriety knowledge. In this case, knowledge is prepared for transmission but is deliberately restricted to a selectively small population, on a need to know basis (e.g. projected profits, share price issues) top left quadrant 2. Knowledge that is relatively uncodified and undiffused is referred to as personal knowledge (e.g. perceptions, insights, experiences) bottom left quadrant knowledge that is both codified and diffused is referred to as public knowledge (e.g. journals, books, libraries) top right quadrant Knowledge which is relatively diffused but also uncodified is labeled common sense bottom right quadrant. Boisot, (1998) considers such knowledge as being built up slowly by a process of socialization, harboring customs and intuition. There are few similarities between Nonakas model and Boisots model. For example, Nonakas categorization of explicit and tacit knowledge has a degree of correspondence with Boisots reference to codified and uncodified knowledge. The horizontal dimension relates to the spread or diffusion of knowledge across the organization in both models. However, Boisots model experiences the same limitations as Nonakas model in that codified and uncodified are but two discrete categories of knowledge. In addition, the idea of diffused knowledge is rather general and it is not clear if it includes incorporating knowledge within the organization, as well as disseminating it. Figure No. 3-Knowledge Category Model (Boisot, 1998) Intellectual Capital Models Management gurus such as Drucker (1993) and Brooking (1997) and practitioner icons such as Edvinsson, (1997) elucidated the notion of Intellectual Capital (IC). Knowledge and capital have been linked together for many years. Knowledge is being capitalized as a resource comparable to land or oil. However, we also need to focus on the intangible elements which knowledge contains such as employee skills, experiences, patients, copyrights, brands, licensing opportunities, research and development, innovative use of assets such as databases, etc. (Quintas et al, 1997). As these type of elements are not normally recorded on the traditional organizational balance sheet they are referred to Intellectual Assets; hence the term Intellectual Capital. KM is actively concerned with the strategic outlook and operational tactics required for managing human centered, intellectual assets (Brooking, 1997). According to Peters (1992), KM can affect intellectual capital or as recognizing or rediscovering assets that the organization are not using to full potential, ultimately employees. As these approaches imply that the key areas of KM are the management of IC it is worth reviewing a typical IC model. The model, shown below in figure no. 5, is the Intellectual Capital model from Skandia Insurance which is adopted from Chase (1997), and Roos and Roos (1997). According to Edvinsson and Malone, (1997) intellectual capital concsists the applied experience, organizational technology, customer relationships and professional skills that provide Skandia with a competitive advantage in the market. One problem that can be associated with this model is the adoption of a scientific approach to knowledge. This is evident through the classification of knowledge as a commodity linking it to organization capital. This view of intellectual capital ignores the political and social aspects of KM. KM can be decomposed into objective elements rather than being socio-political phenomena from the view of intellectual capital. This is similar to the Nonaka and Takeuchi, (1995) approach. As befits a new area of inquiry, much analytical work is focused on categorizing, mapping and measuring of knowledge types and processes. Although this is helpful, the epistemological basis of the field cannot be ignored (McAdam and McCreedy, 1999). Hence, we need to embrace socially constructed models of KM. Figure No. 4-Intellectual Capital Model of KM (Chase, 1997) Socially Constructed Models This group of models assumes a wide definition of knowledge viewing it as being intrinsically linked within the social and learning processes of the organization. KM is concerned with the construction, capture, interpretation, embodiment, dissemination and use of knowledge. These components are represented in Demerests (1997) Knowledge Management model. The model is developed from the original work of Clark and Staunton, (1989) and Nonaka and Takeuchi, (1995). It can be compared to that of Jordan and Jones, (1997) who speak of knowledge acquisition, problem solving, dissemination, ownership and storage and that of Kruizinga et al. (1997) who include knowledge policy, infrastructure and culture. Firstly, the model emphasizes the construction of knowledge within the organization. The model assumes that constructed knowledge is then embodied. Next the embodied knowledge is disseminated throughout the organization. Ultimately the knowledge is used to gain economic value with regard to organizational outputs. The black arrows in figure no. 5 show the primary flow direction while the white arrows show the more recursive flows. Figure No. 5 -Knowledge Management Model Demerest, (1997) Demerests model is attractive in that it does not assume any given definition of knowledge but rather invites a more holistic approach to knowledge construction. However, it does imply a simplistic procession approach to the flow of knowledge transfer, while in reality this may be extremely rapid and circulatory. To overcome this gap a slightly modified version of Demerests model has been developed, figure no. 6. Firstly the model emphasizes the construction of knowledge within an organization where either a scientific or social paradigm may be adopted. The scientific view of knowledge takes a knowledge is truth view (Morgan, 1986). This view considers that knowledge is a body of facts and rational laws thus promoting a non-personal view of knowledge, skills and tasks (Lave and Wenger, 1991). On the other hand the social view of knowledge is concerned with the social and learning processes within an organization. However, this approach assumes that knowledge construction is inequality, conflict, domination, subordination and manipulation influences as well as more traditional behavioral questions associated with efficiency and motivation (Alvesson and Wilmott, 1996). Thus social knowledge construction is a dynamic process of contextuality rather than the assimilation of a body of facts. In th e McAdam and McCreedys (1999) model depicted in figure no. 6, knowledge construction is not limited to scientific inputs through explicit programmes but includes a process of social interaction. The implications of this broader concept of knowledge construction must be reflected in the embodiment/dissemination of knowledge as part of the organizations KM approach. There is little point in widening the concept of knowledge construction only to limit the embodiment and dissemination techniques used or to force existing techniques onto new knowledge. Attempting to do so will lead to disappointing results, frustration and a negative view to KM caused by the mismatch between conception and application. Knowledge usage must also be reflected via the knowledge initiatives installed in the organization. Demerest (1997) describes use (as deployed in figure no. 6) as the production of commercial value for the customer. While increasing commercial value is a key objective of KM, it is not the only objective. Therefore knowledge use must be employed through the application of a complementary approach for emancipatory enhancements and organization outputs. This will permit the organization to be viewed and reformed from different perspectives that will facilitate continuous innovation, thus creating the ultimate business benefits for the organization as a whole. While the interconnecting vectors (black arrows) show the primary flow of activity, more recursive arrows are added to reflect the circulating nature of activity flows, thus depicting that KM is not a simple sequential process. Figure No. 6-Modified Version of Demerests Knowledge Management Model (McAdam and McCreedy, 1999) Knowledge Management Frameworks Stankosky and Baldanza (2001) developed a knowledge management framework which addresses enabling factors such as learning, culture, leadership, organization and technology (refer to figure no. 7). This framework presents that knowledge management covers a wide range of disciplines that include cognitive science, communication, individual and organizational behavior, psychology, finance, economics, human resource, management, strategic planning, system thinking, process reengineering, system engineering, computer technologies and software and library science. This framework consists four major foundations of an organization which is important for knowledge management are leadership, organization structure, technology infrastructure and learning. The role of leadership is practicing strategic planning and systems thinking approaches, making best use of resources, fostering a culture that encourages open dialogue and team learning, and for encouraging and rewarding risk taking, learning and knowledge sharing. Organization structure should facilitate personal interactions and support communities of practice to capture tacit and explicit knowledge within the organization. Besides, organizational structure should facilitate trust among people within the organization and encourage free exchange of knowledge. Technology infrastructure allows exchange of information without formal structures. Technology infrastructure should enhance the efficient and effective capture of both tacit and explicit knowledge. It should also support knowledge sharing in the entire organization. Lastly, learning is responsible for managing information in order to build enterprise wide knowledge and use that knowledge to organizational learning, change and performance improvement. Figure No. 7-Basic Disciplines Underlying Knowledge Management and its Enabling Factors (Stankosky and Baldanza , 2001) Karadesh et al. (2009) developed a knowledge management framework that emphasizes on developing phases such as knowledge infrastructure, knowledge combination, knowledge filtering, knowledge repository, knowledge sharing, knowledge application, and finally, knowledge performance across the KM process (refer to figure no. 8). The first element is knowledge infrastructure, which relies on building the proper culture for Knowledge Management System and establishes the awareness of the importance of KM among the individuals in the organization. The second element is knowledge combination that functions as a temporary repository of collected information from the infrastructure phase. The third element is knowledge evaluation which is used to assess the knowledge based on the value; accuracy and relevance after the knowledge have been combined from different sources (Sunassee and Sewry, 2002). Knowledge filtering is the fourth element that prepares knowledge to be stored in the next phase, after going through classification, categorization and organization. The fifth element is knowledge repository that functions as storage for the knowledge collected in the past stages. It also can be viewed as organization memory and retention of knowledge assets. Knowledge sharing is a core process in the process of the KM that transfers and shares knowledge among the individuals in the organization. Knowledge application is the seventh element that applies and represents information to knowledge seekers in appropriate matter. The last element is knowledge performance which is used to evaluate every KM system, process, performance, and impact of KM. It is performing according to the organization goals and objectives. Figure No. 8-Conceptual Framework for Knowledge Management Process (Karadesh et al., 2009) Conclusion The review of existing knowledge management models and frameworks has seen a wide spectrum of viewpoints. Knowledge management has been seen from the categorical view in which knowledge are categorized into discrete elements as seen in Boisot, Nonaka, and Nonaka and Hedlunds models to the more complicated and complex perspective of knowledge that is mechanistic and socially constructed orientation (McAdam and McCreedys, 1999). Moreover, these knowledge management models have made reference to: first, the process of managing the flow knowledge; second, categorization models are mechanistic; third, the intellectual capital model assumed that intellectual capital are crucial assets in organization and should be manage efficiently for firms success; fourth, Demerests model is intrinsically linked with the social and learning process within organizations; McAdam and McCreedys model is slightly modified from Demerests model, which seeks to address the limitations by explicitly showing the influence of both social and scientific paradigms of knowledge construction, and extends the use element to cover both business and employee benefits. Stankosky and Baldanzas knowledge management framework emphasized that leadership, organization structure, technology infrastructure and learning are important foundations for knowledge management in an organization; finally, Karadesh et al.s knowledge management framework represents with extensive and detailed processes and tends to provide guidelines for executing KM successfully, save time and efforts and to avoid inaccuracies. Even though knowledge management models and frameworks have evolved from time to time, basically the models and frameworks provide a way of transforming managerial activities and guiding managerial efforts in managing knowledge in the organizations. The KM model and framework that are suggested to act as a useful guide for further research and organizational application is McAdam and McCreedys model and Karadesh et al.s framework. McAdam and McCreedys model combines scientific and socially constructed knowledge, and also the uses/benefits of KM are viewed as both emancipatory and as business oriented. Karadesh et al.s framework provides a broadest analysis of KM process that can be used to foster the development of organization knowledge and enhance the organizational impact of individuals throughout the organizations. Therefore, it is suggested that this model and framework could act as a useful guide for further research and literature evaluation in the area of knowledge management.

Carl Robins Essay

This case study pertains to an employee by the name of Carl Robins. He has been employed by ABC, Inc as a Campus Recruiter for six months. In early April, during Mr. Robins first six months of employment; he successfully recruited 15 new hires. The new trainees were to report to Monica Carrolls, the Operations Supervisor, as they would be working under her. (University of Phoenix, 2014) This case study analysis of Mr. Robins is in relation to the numerous issues that transpired between April and June 15th. To obtain a clear understanding of the complications that transpired, the company believes that it would be in their best interest to consult a firm to look into the company’s issues and to help solve the problems that have emerged; this may be the most effective method to identify and recommend ways to improve ABC, Inc.’s recruiting of new trainees. I. ISSUES THAT TRANSPIRED The consulting firm came into ABC, Inc. and thoroughly examined background information on the situation. There were many key problems that had been identified during the evaluation. The issues that ABC, Inc. was facing were centered on Mr. Carl Robins, ABC, Inc.’s Campus Recruiter and also on the company ABC, Inc. To begin, Mr. Robins has been with the company merely a short six months. The consulting firm believes that Mr. Robins lacks experience, training and supervision. The firm also believes that ABC, Inc. did not train him properly nor did it provide him with the knowledge he needed to proceed properly with the hiring process. He lacked experience and knowledge of the hiring process and he was still allowed to hire 15 new  trainees for the Operations Supervisor, Monica Carrolls. Although hiring 15 new trainees is great accomplishment for a new employee, this might have been too many employees to be hired at once for a first recruitment. Because he is still new to ABC, Inc., learning about day to day operations, the hiring of 15 new trainees can be overwhelming, even to the most experienced of people. Another issue Mr. Robin’s was facing, was the lack of communication between him and the other employees in the office. On May 15th, he was contacted by Monica Carrolls about the following issues: the training schedule, orientation, manuals, policy booklets, physicals, drug tests, and a host of other issues, which Carl would coordinate for the new hires. Once again, Carl assured the Operations Supervisor, Monica Carrolls, that he would have everything completed and arranged by the June 15th orientation. After further review, Carl had realized that when going through the new trainee files to finalize all the paperwork for the June 15th orientation; applications for some of the new trainees had not been completed. Also, there were no transcripts on file and none of the 15 trainees had been sent for the mandatory drug screen. Another problem Carl had was that the orientation manuals were missing several pages from each of them and he only had three copies of the manuals. Lastly, upon checking the conference room to confirm the date of the orientation, he had not realized that the conference room had been booked for the whole month of June by the Technology Services Department. There are several concerns or issues that need to be addressed and that Carl and ABC, Inc. need to rectify. Below are the listed issues of these concerns that will be discussed. Review of addressed issues: 1. Incomplete employee applications 2. Mandatory drug screens were not scheduled 3. Employee transcripts were not on file 4. Incomplete orientation manuals 5. Shortage of orientation manuals 6. Resource scheduling conflicts II. PROBLEM SOLVING SOLUTIONS After the case review of Carl Robin’s, discussion of possible solutions available to rectify the situations at hand and the proposed solutions that Mr. Robin’s should take have been reviewed. Starting with concerns and issues, numbers one through three, the incomplete employee applications; Carl needs to contact the 15 new hires and make them aware of the absence in their records and have them complete the applications that need to be submitted to the Human Resources Department along with a transcript; they also have to complete a mandatory drug screen prior to orientation. Carl needs to set a deadline for the mandatory drug screens to be completed prior to the June 15th orientation training. On the concerns and issues, number four and five, the incomplete orientation manuals and the shortage of the orientation manuals. The orientation manuals were short by 12; Carl needs to make arrangements with company in house copy person to finish completing the orientation manuals he needs or he must contact an outside company to help rectify the need for the orientation manuals. Carl needs to have a â€Å"Main Copy Manual† made for himself or the next person that is in his position. A hard copy manual is something that should be kept on file, so that pages will not be misplaced and there will always be one on file. Carl seems to lack knowledge of ABC, Inc.’s policies and procedures. He must get to know the material in the company’s orientation manual prior to the July orientation. Reading over the material prior to the orientation and also going over what he will be saying to the new hires with his own supervisor or another staff member might be a good way to go about this. Mr. Robin’s can also make key notes to have for himself during the orientation so he can be prepared prior to the training. Lastly, on issue and concern number six. ABC, Inc. must make arrangements to find a better way to coordinate the availability of the conference room or rooms. By not having arrangements in place for this, Carl currently does not have a place to hold orientation that is to take place on June 15th; due to the Technology Services Department holding training for the whole month of June. Whether the system that they choose be a calendar type paper based or web based, ABC, Inc. should have something in place so errors like these do not occur again. A recommendation of a web based calendar and have one person take control of it is suggested. III. PROPOSED COMPANY SOLUTIONS The proposed company solutions that should take place are: refer all applicants to the Human Resources Department and also for all new employees establish bimonthly or monthly start dates to coincide with the company’s pay periods. Have orientation manuals printed either by an in house copy person or have orientation manuals completed by an outside company. Lastly, ABC, Inc. must set up a calendar system for reserving the conference room and Carl needs to go ahead and reserve this room on a reoccurring basis. It will be easier to cancel the reserved room rather than to go scrambling looking for a room to hold orientation in. A web based calendar controlled by one person is what is recommended. Having upper management hold a meeting to discuss implementing the proposed solutions should be an additional step to take for all corporate management. Also, upper management should meet on a monthly basis to discuss issues that may be happening within the company and use critical thinking skills to help determine what steps they need to take to help their employees better themselves at their jobs. This will bring good morale to the company and will make for a better work environment. CONCLUSION In conclusion, Carl Robins is an employee of ABC, Inc. and has been working for the company for just six months. He holds the position of Campus Recruiter and on his first recruitment hired 15 new trainees. Carl lacked supervision, knowledge and experience and was not ready for such a large task. He was missing applications and mandatory drug screenings that were needed to complete employee records. Carl also did not have proper completed orientation manuals. These issues led to a case study of Carl and ABC, Inc. and proposed solutions were recommended. The recommended solutions are as follows: 1. Refer all applicants to the Human Resources Department 2. All new employees to establish bimonthly/monthly start dates to coincide with pay periods 3. Orientation manuals to be printed in house or by outside company 4. Have a â€Å"hard copy manual† made of orientation manual 5. Set up a web based calendar system for reserving conference room or rooms It is not impossible to overcome these issues, the proposed solutions if set in place should make for a better work environment for the employees of ABC, Inc. References (2014). Case study: carl robins. University of Phoenix.

Electra Products Case Analysis

Chapter 1 – case for critical analysis Question 1: How might top management have done a better job changing Electra Products into a learning organisation? What might they do now to get the empowerment process back on track? Answer: * Harry might talk with the employees. He has very much experience because he worked for 20 years in this company. He knows a lot of behaviours in the company, the good and the bad ones. Harry is able to understand the situation and the problems from the staff more than a newcomer.Furthermore he can motivate the others in a different, better way because he is in the same situation and they maybe look up to him. * The top management should support the teams with individual trainings for each department. So they can improve their skills to achieve better results in their work area. In addition they get new motivation and they approach their assignments more confident. Possible trainings could be: * Communication skills * Dealing with customers * Teamw ork * The company can make individual meetings with the employees to talk about their problems.In this case the labour has the chance to mention their own opinions and ideas. * An additional proposal to get the empowerment process back on track is to conduct surveys. So they get valuable information from outsider about the popularity of their products. In this way they can go into to the customer’s desires and get new ideas for possible innovations. Surveys are also an excellent opportunity to learn more about the competitors and their products. * To spur the employees they might give salary increases. This avoids that many of the disappointed employees are looking for another job as well.

Reader Response the Lottery - 700 Words

Reader Response #2: The Lottery â€Å"The Lottery† is a short story written by Shirley Jackson and published in 1948. The title of the story initially leads readers to believe the story is going to be about someone winning some kind of prize. Even the opening of the story seems to protest any foul play or cruel behavior. What the reader is introduced to is a seemingly friendly gathering of a small village community, members all gathered around anxiously awaiting their drawing for the lottery. The village members all chatter amongst one another in a tone that kind neighbors would take with one another. To the surprise of the reader, the story provides a shocking twist. The story is not about someone winning a prize. Instead the story reveals†¦show more content†¦She certainly succeeded in shocking her audiences with the unforeseeable twist that arose at the end of the story. I did not expect the ending that I read. Even when I realized that the woman of the family who drew the winning ticket was arguing against the winnings, I had not ever thought that perhaps someone would die as a result. The fact that children were also allowed to participate in the drawing is what really made my stomach churn. Jackson certainly provided a detailed enough picture in such a few short pages to pull a physical reaction from me. I cannot rightfully say that the story was a good one, but it definitely was brilliant. It still amazes me that an author can write so descriptively and so intelligently that he or she can pull physical, mental, and emotional reactions from the person reading the story. In this case, I had several reactions to the story. Not only did I feel disgusted at how the community members were so eager to stone the woman to death, I also felt a mind-numbing sensation at the fact that such violence and cruelty closely mirrors our own modern society without the archaic practices. As a modern society, we cut down the individual members of society in ne w ways. While we may not string them up to hang them, we do string them up publicly for the purpose of cruelty and humiliation. Just look at cyberbullying or massShow MoreRelatedAnalysis Of The Book The Lottery 961 Words   |  4 Pagesname. Why has Jackson left out these seemingly significant details? The time and place in The Lottery are purposely dubious as a result of the focuses Jackson wished to make. Anyplace, at whatever time, individuals can be convinced to be supporters, to indiscriminately hold fast to custom, and to make substitutes. Notice that in the story, is the setting ambiguous, as well as the purpose behind the lottery is misty. 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