Is Aeneas pious Essay Example for Free

Is Aeneas pious Essay For many, Aeneas is the characterisation of piety: he honours his duty to the gods and his destiny, his duty to his family, to his people, community and to his fatherland and he adheres to stoic values. Arguably the most important aspect of piety is the adherence to his duty to the gods and his destiny, which I will discuss first. In book 1, Venus appears to her son, Aeneas in the guise of ‘a Spartan girl out hunting, wearing the dress of a Spartan girl and carrying her weapons’. Aeneas recognises that the girl is Augustus also deified Julius in the Lex Titia in 43 BC, which legalised the Second Triumvirate and marked the end of the Roman Republic. Augustus invoked the Lax Papia Poppaea in 9 AD to encourage marriage by making it more economically viable to be married and have children than to not. He also made adultery punishable by banishment by passing the Lex Iulia de Adulteriis Coercendis in 17 BC, and famously banished his only biological daughter, Julia the Elder in 2 BC. This encouraged family unity more than before, and encouraged fathers to stay with their wives and children, especially as there was an extra tax placed on unmarried men above the age of 30. Aeneas demonstrates an incredible sense of duty to his people, community and fatherland right from the beginning of the poem. After the storm induced by Juno and Aeolus, and Aeneas and his men are rescued by Neptune, who is furious that they were changing the natural pattern of his seas, without his permission. Aeneas thinks of his men first, and so, when he saw a herd of deer, he hunted, and killed ‘seven huge carcasses (which he laid) on the ground, one for each of the ships’. This demonstrates how he caters to their needs before his own. The household gods, which feature in book 2, are representative of the Trojan community, and so when Aeneas, ‘fresh from all the fighting and killing’, refuses to touch them because of this, it demonstrates his reverence for the community. In book 4, he also shows consideration towards the community, but Dido’s community in Carthage. Mercury tells us how he ‘caught sight of Aeneas laying the foundations of’ Carthage with Dido. This devotion to the wider community, even though it means that he is digressing from his destiny, is still demonstrating piety. Aeneas not only holds the Funeral Games in book 5 out of reverence for his father, but to also raise the morale of his men. Aeneas holds various races and matches which allow his men to be happy after the death of Dido, which they would have suspected happened, and also after the death of Anchises, and also of various men of the crew. Virgil represents Aeneas as having virtus, as he hides his true emotions inside, to protect his men. In book 1, Aeneas, although ‘he was sick with all his cares(;) he showed (his men) the face of hope and kept his misery deep in his heart’, which would have served to raise the morale of the men, if they knew their leader was not upset, they would be led by example. Augustus demonstrated his care for his community by giving 400 sercestes to each of ‘the Roman plebs’ in 44 BC out of his own money. He also ‘restored the Capitol, and the theatre of Pompey, (†¦) restored the channels of the aqueducts, (and) completed the Forum Julium and the bascilla between the temples of Castor and Saturn’ throughout his reign, up until 12 AD. Contrary to Aeneas and also Augustus, as Aeneas is a characterisation of Augustus, Mezentious is not pious in his care of his community and people. Virgil depicts him as a shocking leader and in book 8; the poet divulges how the leader devised a new form of torture ‘whereby living men were roped to dead bodies, typing them hand to hand and face to face, to die a lingering death oozing with putrefying flesh’. Mezentius’ disdain for his men contrasts to Aeneas’ care and respect for his own men, and indeed of all men, as we see Aeneas rescues the Greek, forgotten by Odysseus (Ulixes) from the Cyclopses, which enhances our views of Aeneas’ piety in comparison to this horrific leader. Aeneas’ piety is often defined by how he demonstrates stoicism, and he does so throughout the poem. Stoics believed that the notion of fate must be respected and that no mortal man could, or should interfere with fate, as it is an inevitable force. The ability to endure what fate throws at you is also an important stoic trait, and one that Aeneas demonstrates again and again. In book 1, Aeneas leads his men through the storm started by Aeolus and Juno, until they are rescued by Neptune. He endures the storm, and motivates his men to trust in him after the storm, and this is primarily why he is such a good leader- because of his resolve and endurance, which also defines his pious nature. A key stoic belief is rationality of the universe, and features within Aeneas. Stoics believed that a rational, and of course, male mind is the best leader for any community, and this is the only way for a community to thrive- under one, rational, male leader. Coincidentally Augustus Caesar fits these criteria, and so, had to kill Anthony. Likewise Cleopatra, who Dido is modelled of, had to die- she was female and so was irrational, so was a bad leader, and this also explains why she was so passionate, because the stoic stereotype of a woman, is that they are passionate, emotional and irrational. The divide between men and women is formed from the prejudice that women are irrational, and the stereotype that men are automatically rational. Throughout the poem, we are presented with the juxtaposition of the irrational females, predominantly Dido and Juno, and the rationality of Aeneas and Jupiter. Jupiter controls fate, installing rationality upon the universe and Juno attempts to derail fate, preventing Aeneas from following his destiny, which, of course, does not work. The victory of Jupiter’s fate is shown by how Jupiter guides Aeneas, which demonstrates how the rationality of the male mind cannot be overthrown by an irrational female, even one who is a goddess. Virgil was rumoured to believe that love and hate were both redundant as they were both concept which wavered from the ‘path’ of fate, creating two opposites that were equally negative to a stoic. This perhaps explains why Virgil shows that the acceptance of fate and your destiny is the only way to achieve rationality. Virgil’s association with Augustus explains why women are portrayed as negative, because Augustus was inherently a stoic, and believed that women were irrational, and destined for dominating the domestic sphere, while men should dominate politics and war. Stoics were firm believers of the concept of ‘mind over matter’, presented by the Trojan women’s matter of flames, which are extinguished by the ‘mind’ (or fate) when Aeneas has to set sail shortly after the Funeral Games. The poet presents his audience with fire for passion, desire and pain which all represent destruction. We learn from his epic poem that Virgil believes that these poisonous emotions will not succeed when faced with fate, as women are primarily linked with fire, as we see Juno frequently described as ‘burning with passion’, and we also see Turnus described as ‘burning’, importantly both effeminising him and scorning war. Aeneas often has to deal with the loss of his men so that he can achieve his destiny; one such victim of Aeneas’ fate is Creusa, who dies before they even leave Troy and another is Aeneas’ father, Anchises. He does more likely die of old age, although Aeneas still mourns his death. Aeneas must accept that there are casualties that must be endured if he can achieve his destiny. The father-son relationship was one that was influenced by stoic beliefs, as stoics believed that the father figure (pater patria) should always be obeyed as he is wise. At the beginning of the poem, Anchises is the pater patria, however once Anchises dies, Aeneas takes over as the pater patria. Aeneas shows his dedication to his father by symbolically carrying him on his shoulders out of Troy, prioritising him even over his only son. These definitions of piety are interlinked, and cannot exist without the others, however, sometimes we see that to fulfil one part of piety, Aeneas must ignore another, and so the rules of what defines a pious person are clearly not set in stone. Nevertheless, Aeneas is as good as a portrayal of a pious person there is, and he is a reflection of how Augustus wished to be viewed. Thus, we have to ask ourselves, as the Roman audience would have: Aeneas is undoubtedly pious and as pious as one man can, theoretically, be, but is he unachievably pious? And so, does this make him as much of a character of mythology as the monsters he encountered in hell, and because of this, I feel the important question is not: ‘is Aeneas pious? ’ but is instead, why is he pious? If Aeneas was not pious, and was instead a mimic of Homer’s Odysseus, who is often represented as Aeneas’ antithesis, would there be any purpose in Virgil’s poem? No, there would not, and this is why Aeneas is shown as pious, and was believed to be the ideal man by the Romans, a mould for which to cast their own characters in and form themselves by.

Selfish Edna Pontellier of Kate Chopins The Awakening :: Chopin Awakening Essays

Selfish Edna of The Awakening  Ã‚  Ã‚   In   Kate Chopin’s, The Awakening, the reader immediately notices the sexual undertones of Mrs. Mallard and Robert’s relationship and the strained relationship between Mr. and Mrs. Mallard. There are always going to be women who do not want the routine â€Å"married with children† lifestyle, unfortunately in Edna’s time period that was the primary role of women. Had she been living in today perhaps she would have been without a husband and children, possibly totally devoted to a career in the arts and totally single. Back to her reality though: I believe she is unsure if she wants that one true love (supposedly Robert) or if she just wants anyone who will pay her a little attention and is fun (supposedly Alcee Arobin). Edna wants to be Wild and Free, not saying that there is anything wrong with that, but she needs to recognize it for what it is because she is really fooling herself. Edna’s husband is looking for the all devoted wife and mother and Edna is looking for anything that’s not conforming. Due to that it really strikes me as being ironic that she and Mrs. Ratignolle would be such good friends. I can’t tell if that is because secretly maybe Edna wish she could be happy with the life she is leading (like Mrs. Ratignolle) or does she want to have her around as a reminder of all she never wants to be. I found all of her â€Å"times of awakening† to be interesting because they usually included hr being very abrupt and uncooperative with her husband. She liked to wander off without him allot and only seemed to really be happy when quietly tucked away somewhere with someone else (not always a man). I found her to also be a bit vain in that she made sure she got something from everyone she allowed into her life but she didn’t really seem to give back. She was so angry with herself and the world that she was subjected to live the life that she was living that she sometimes wanted to make everyone else pay for it. Her husband and her were apart a lot, so that even if they had been in a good relationship the time apart would have still caused problems â€Å"I believe in out of sight out of mind, rather than, absence makes the heart grow fonder.

Behavioral Influences Essay

Expectancy theory is related to the motivation of the employees which is dependent upon the employees’ behavior and incentives given by the management. If the management is able to motivate its employees they will put in more effort while working, which means efficiency higher returns for the company. The three components of the expectancy theory are expectancy, valence and instrumentality (Vroom, 1964). All of these three variables are required if an employee needs to be motivated positively. The expectancy component is the belief that increase in efforts will accounts for better performance and vice versa. This means that a person is motivated if there is a positive relationship between efforts and performance given that he has proper training, resources and direction to perform the job. Expectancy is also affected by the confidence the employee has about on his capabilities. Valence component in the expectancy theory refers to the value people place on the expected outcome or rewards of their efforts. If a person is motivated mainly by money, he might not value free insurance given by the company. Valence is the intensity of the desire of a worker for extrinsic and intrinsic rewards such as promotion, fringe benefits, bonuses, overtime and satisfaction (Droar, 2003). Instrumentality, the third component of expectancy theory is the confidence on the higher authorities that if the performance is well, the desired or promised reward will be received (Vroom, 1964). Instrumentality will be affected by the trust in people who make decisions of the outcomes and degree of biasness of the process of getting an outcome. Therefore the theory tells us that the relationship between the effort and performance is positive, which means that increase in effort will enhance performance (Vroom, 1964). According to the theory the relationship between performance and rewards is also positive, which implies that better performance will result in more rewards. In the given scenario, Supervisor A’s employees are facing difficulty in coping up with the new production process. The main reason for this is that the employees are not being compensated for their work. Those who achieve their goals are not given enough compensation therefore they feel unmotivated. When employees are not motivated, they do not put in enough effort to achieve their goals and hence their performance is not fine. The employees who have mastered the production process are not worried about accomplishing their goals because they know that even with added effort if they attain their goals, the compensation they will get is not worth the effort. Other employees, who have not mastered it, are not putting in enough effort because they think they are not capable of doing so. Therefore there is a dire need for motivation of the employees who are under Supervisor A. The supervisor should find out what resources, training or management of employees is needed to motivate the employees; this is the expectancy component of the expectancy theory. The supervisor should also find out what do the employees value, their bonuses and salaries should be increased according to their performance; this is the valence part of the expectancy theory. Supervisor also has to make sure that the perception of the employees about their supervisor’s promises is correct, they should be compensated as promised; this is the instrumentality component. In the scenario, the employees’ salaries are not being increased as promised by the supervisor; their bonuses after withholding tax are very small. Thus if the supervisor is able to fill the gaps in all of these three components, he will be able to motivate the employees to increase effort and hence performance and the goals will be achieved. Task 2 The leadership style of Leader B is transactional, Leader C is transformational and Executive has a â€Å"Level 5† leadership style. Transactional leadership focuses on setting specific goals for each team member and encourage them to meet the agreed upon goals (Bryant, 2003). In the scenario it is given that Leader B establishes clear goals by clarifying role and task requirements and continually guiding subordinates in the direction of these goals, and therefore it is a characteristic of transactional leadership. In transactional leadership, the team members are awarded when they are able to achieve their goals on time and punished when agreed upon goals are not achieved or are not achieved on time (Iain, 2007). In the scenario given, Leader B considers the team member to be personally at fault if the delegated task is not completed and issues punishments for failures. Transactional leadership recognizes accomplishments of individual subordinates and they are rewarded for achieving the objectives agreed upon (Iain, 2007). In the scenario given, Leader B believes in a clear chain of commands and in rewarding good performance and recognizing employee accomplishments. Leader B also rewards subordinates for their successes. Leader B’s transactional leadership style has been justified now by including the examples from the given text. Transformational leadership depends more on personal relationship with subordinates and is supported by trust rather than committing to contracts (Jung & Avolio, 1999). In the scenario it is given that Leader C tried to remember his team members’ birthdays and makes an effort to work with them as their coach instead of their manager. Transformational leadership also tries to satisfy its followers’ self-interest and encourages the followers to replace these interests with the interests of the team. In the scenario, Leader C encourages the group to surpass their own self-interest for the betterment of the organization. This type of leadership also focuses on organizational change through stress on new values and different vision of the future which transcends the status quo (Gellis, 2001). Leader C in the scenario also believes that the group can have great success when they are passionate and enthusiastic about a vision. Transformational leaders motivate its followers to achieve their goals through nurturing their individual skills and capabilities (Barbuto, 2005). Leader C in the scenario sets high hopes for subordinates, instills individualism of employees for the benefit of organization and takes a rational problem-solving approach. The Level 5 leadership is described as being hesitant and unruly, shy and fearless and modest with a stern commitment to high standards (Jon Jenkins and Gerrit Visser, 2001). This type of leadership takes struggling organizations from being fine to great and produces other fine leaders within the organizations for future. The Level 5 leadership takes responsibility for the failures and accredits other leaders for accomplishments (Jon Jenkins and Gerrit Visser, 2001). This leadership also establishes unique ideas, long-term vision and values for the organization. In the scenario, Executive A is clearly a level 5 leader as he shies away from attention and accredits others for achievements. He accepts responsibility for failures and poor results; and feels delighted to produce strong leadership within the organization. Therefore it is apparent that Executive A is a Level 5 leader as he took the struggling organization into hands and reshaped the stock prices and company profits into eye-catching ones and he also shares his long-term vision, ideas and values with other leaders of the company. When the Executive A retires and if Leader B is appointed as the CEO, then most of the employees in the organization will start working for their own interest as they will be held responsible for their failures and accomplishments and will be compensated accordingly. Supervision of the employees will become an integral part of managers’ routine as they may use organization’s resources for their personal interests. Transactional leadership is successful in stable organizations because it helps to improve control over employees and reinforces constructive administrative actions through rewards and punishments. Therefore Leader B may find his style appropriate in the organization. Transformational leadership maintains employees’ performance through loyalty to organization, trust in the leader and changes in values and standards of the organization. Leader C has this style of leadership, and if appointed the CEO, the employees will surely have higher motivation and self-confidence; they will get chances and supervision to improve their skills and capabilities. Through self-realization of employees and personal relationships with them, Leader C will be able to make them feel an integral part of the organization and increase their performance beyond expectations. Task 3 Individuals often take one of the bases of power in an organization in which they are employed. There are five bases of power which act as a source of organization; they will be discussed one by one. The first one is Position in Hierarchy (Woldring, 2001), that is the rank of the individual in an organization. The higher the individual’s place in the organizational rank structure, the greater the power he will have. In the given scenario, Employee 1 is using position in hierarchy as the source of his power. He has worked in the marketing department for 12 years and he frequently comes to the office on weekends or stays late to make sure smooth running of tasks. The second base of power is Referent Power (Woldring, 2001); this is the personal relation of an individual with others who are higher in the organizational hierarchy. It only exists if the individual can actually reference the authenticity of relationship so that it can act as a basis of power. Employee 2 has this power as he negotiated with his manager to work four days a week and is the only person who is allowed to have a shorter work week. Third type of power is Reward Power (Raven, 1959); individuals who have a greater degree of control over resources of organization, have greater power. Individuals even lower in the organizational hierarchy can have greater controller over resources of the organization (Woldring, 2001). This power is based on the ability to give valuable reward to others who perform well (Raven, 1959). In the scenario given, Employee 1 has this power as he is controlling the resources of his department to get the large bonus at the year end, and he will spend this bonus on his vacations. The fourth base of power is Demonstrated Expertise (Woldring, 2001); an individual who has an exceptional capability or special knowledge that no other has in the organization. Only having expertise is not sufficient, others should know about the importance of this person’s expertise and its value. Employee 2 has this power as he is the only company employee who can prepare financial statements. The fifth and final source of power is Personality Power or Coercive Power (Woldring, 2001); the perceived personality of the individual is the power here. If the person has strong interpersonal skills, charming and attractive personality, then he will be able to influence others to conform to his ideas or demands (Raven, 1959). This is the case with Employee 3, who has been in the organization for just a year, but because of his personality power, he was able to change entire department’s beliefs. Relationship between Bases of Power and Dependency: The Bases of Power use the concept of Dependency. An employee can only use its base of power on another employee if the other one is dependent on him. As Emerson (1962, p. 32) argues that â€Å"power resides implicitly in the other‘s dependency† and that â€Å"the power of A over B is equal to, and based upon, the dependence of B upon A†. Therefore if a person B is dependent of another person A, only then the power of A exists. The level of power of person A depends upon the degree of dependence of person B on person A and the alternatives available to person B. If there is no dependence then power over another person does not exists. The accounting manager in the given scenario is the person who is dependent upon Employee 2 because of the Expertise power of Employee 2. Employee 2 is the only person in the organization who can prepare the financial statements and so the manager is dependent upon him to prepare it. Employee 1 is dependent upon marketing manager for the award he wants, that is why he stays late in the office to make sure of the completion and accuracy of the work and he often come to office on weekends. Employee 3 was selected as the leader of the team working on new project; all others related to the project are dependent upon him because of his Coercive power. Task 4 The first problem with the company’s current evaluation form is that the rating scales in the form mostly focus on relationships with other employees and on the personality; it is more of a personality test rather than performance and skills evaluation. Instead of evaluating the neatness of the workplace, relationships with peers, attitude with others and friendliness, the questions should be more specific to the performance and quality of work. Performance factors such as knowledge, skills, abilities, quality and timeliness of work, efforts of the employee, works habits, supervisory factors, cooperation, adaptability and effectiveness of communication should be evaluated. The second concern in the evaluation form is that the rating scales are not specific and measurable. The scale being used is to rate an attribute is not numeric or scalar, high, low-medium, medium are being used to score against the attribute. A better approach of scoring will be to use a scale with numeric scale, the highest described as â€Å"Superior† and lowest as â€Å"Unsatisfactory†. Another option of â€Å"Not Applicable† should also be present with all attributes. The use of measurable scale will ease the work for evaluator and he will be able to rate the employee’s attributes more accurately. The third concern in the evaluation form is that the performance factors are not specific. When the manager had to give rating on the engineer’s attitudes, he had to take in to account the engineer’s attitudes towards his job and tasks that he is assigned to do and also his attitudes towards co-workers and manager. The factors should be more specific so that the evaluator can give the ratings to specific attribute and every attribute is taken into account. In the scenario, the manager gave engineer a low rating in the attitude factor although his attitude towards work was very serious and he completed his tasks in a very well manner. He got a low rating because of his poor attitude towards the peers and manager. The 360-degree approach to employee evaluation involves supervisor, peers, and subordinates into the evaluation of an individual. This approach has its own pros and cons. Many people participate in evaluating a person so it gives complete view of the performance of the person. The performance view is captured from the supervisor, peers and the subordinates, they respond as they see the person’s performance. It reduces the bias of the supervisor or the manager towards an employee. It the supervisor does not likes the attitude of appearance of the employee, and then he might rate the employee with a lower score. If the employee’s attitude with the supervisor is not favorable but the peers and subordinates like the attitude of the employee, then this can be captured in the evaluation process. Many people participate in the evaluation process, so the score becomes more reliable and more accurate. The supervisor may not have a personal relation with the employee and may not know him too well to rate his personality and attitude towards work. It is also possible that the employee have had some kind of incident with the supervisor in the past and since then the attitude towards the employee had become unfavorable. Then the supervisor would obviously rate him low in the performance factors. Most of the times in an organization, peers and co-workers know the employee better than the supervisor; so when the peers will evaluate the employee, they will be able to give the ratings more accurately and their ratings will be more reliable than any others. The attitude of a person towards his sub-ordinates is also very important, this attitude can be recorded when sub-ordinates will take part in the evaluation process of the employee. And then after the evaluation, the employee can leverage his strengths according to others’ perception of his performance and personality. So, 360-degree approach to performance evaluation helps in evaluating the employee from many views and in recording reliable and more accurate information then the traditional forms of evaluations and is not only helpful to the management to make important decisions but also is useful to the person being evaluated . There are some disadvantages too of including the supervisor, peers and subordinates in the evaluation process. One of the main disadvantages is that all the peers and subordinates may not like the personality of the employee being evaluated and may rate him very low based on his attitude and personality. The main purpose of evaluating an employee is to evaluate the performance and skills and attitude towards the work and tasks assigned to him. The co-workers and subordinates may have issues with employee being evaluated because of personality clash, and although his work is up to the mark and performance is well, but still the peers, supervisor and subordinates might give him low score on performance. There are a handful of employee performance evaluation methods; three of them are top-down, peer-to-peer and 360-degree. Top-down is the most commonly used in the organizations today. It involves the direct manager of the employee in the evaluation process and is only useful if the manager knows his employee well enough. Peer-to-peer entails the employees of the same levels to review each other. Nobody knows the capabilities and performance of an employee better than his peer or co-worker. While it can be effective method, it can also be very unsuccessful at times. If there is jealousy among the co-workers or if there is competition then it is obvious that they will not rate each others in a reliable manner. When there are multiple managers or multiple peers of an employee then these methods prove successful. The third method is 360-degree evaluation which takes into account the reviews of peers, subordinates and the managers or supervisors. In some organizations even suppliers and customers are involved in the evaluation process. While the advantage of multiple points of views is clear, it poses some threats also. Sometimes the subordinates may not give the true feedback of their managers because of the fear that manager will get to know about it. The following are the errors and biases that commonly affect the accuracy of performance evaluation. The first one is that the employees may favor the evaluation questions of their manager as they will fear that the manager will find out and so their review will not be true. The second is that the peers might not be mature enough or experienced enough to evaluate each other and they may form a cartel and rate each other well. The third example is that the manager does not the performance of his employee whom he is to evaluate because of no interaction with him, and he might just do the evaluation providing inaccurate information. In the given scenario, the evaluation form should be made more reliable and bias free and should be more oriented towards the performance of the employee rather than the friendliness and the attitude towards the co-workers. The scale used should be numeric with the highest being the best and lowest being the most poor. Customers, subordinates, and co-workers should also be included in the evaluation process to make it fairer. References Online Journal Iain, Ph. D. Hay. (2007 ). Transactional and Transformational Leaderships Compared. Leadership of Stability and leadership of vola tility, Volume 4, Issue 4. Retrieved 04 16, 2009, from Academic Leadership database. Website Organization/Website/Author name. (Year, Month Day). Title. Retrieved Month Day, Year, from www. url. com Value Based Management. net/Victor Vroom. (2009, 03 23). Motivation and Management Vroom’s Expectancy Theory. Retrieved 04 14, 2009, from http://www. valuebasedmanagement. net/methods_vroom_expectancy_theory. html Arrod. co. uk/Dave Droar. (2006, 12 31). Expectancy theory of motivation. Retrieved 04 14, 2009, from http://www. arrod. co. uk/archive/concept_vroom. php Imaginal Training/Jon Jenkins and Gerrit Visser. (2001). Level 5 Leadership. Retrieved 04 14, 2009, from http://www. imaginal. nl/articleLevel5Leadership. htm Workplace Competence International Limited/Roelf Woldring. (2001). Power in Organizations: A way of Thinking About What You’ve Got, and How to Use It. Retrieved 04 16, 2009, from http://www. wciltd. com/pdfquark/powerorgv2. pdf

Hardball Essay - 1203 Words

Hardball Essay The political game is a dog eat dog world, there are several factors that determined weather a politician will be successful or not. Having alliances, enemies, and deals is all part of it. In the book â€Å"Hardball: How Politics is Played† written by Chris Mathews explains what it takes to get ahead in politics and how to avoid disasters techniques previously used by others. â€Å"It’s not who you know; it’s who you get to know.† Forming alliances is very important when trying to climb the ladder higher in politics. In 1949 LBJ joined the senate and by the end of 1952 he had won the job of top Democratic leader. Before anything of this happened LBJ had a plan to achieve this, and it is called the â€Å"Johnson treatment†. It is†¦show more content†¦Nixon’s people saw an opening, they would appeal not to his party but to his heart: Earl Warren. Nixon set up a trap and worked, he would never win Warren’s friendship but nonethe less won his help and that’s what was most important. â€Å"It matters little what terrain you are competing on; the key to winning over allies is to focus on their sensitive points†. A politician will have enemies because of their different point of view on certain issue. Good politicians shake hands with their enemies and easily talk with them. LBJ once said, â€Å"Better to have ‘em inside the tent pissin’ out than outside pissin in.† During the time Lincoln was president he had an entire administration filled with people who were angry and all felt that they’d make a better president him. This is smart because once you have your enemies working with you they can’t bad mouth you and their interests collide with yours. Having enemies work for you makes people trust you, because it gives off the impression you’re open minded. Politician use ridicule in order to bring down their opponent, so it’s best if one come up with a quick witty remark because ignoring it is the worst possible thing one can do. It proves to people that the statement is true. Jimmy Carter ignored the â€Å"Keep you enemies in front of you† rule and paid for it dearly. Having defeated the Democratic establishment on his way to the Oval Office, carter soon found out that same establishment was rooting forShow MoreRelatedReview of Hardball by Chris Matthews Essay1213 Words   |  5 PagesReview of Hardball by Chris Matthews Before I started reading the book Hardball, by Chris Matthews, I had a preconceived idea of what the content of this book would be. From the title of the book I drew the conclusion that Matthews would write more about the darker side of politics and how it is really played. I dont really know much about politics, and frankly, I dont care much for politics. 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