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- All Subjects: Politics
- Creators: O'Flaherty, Katherine
The United States and Great Britain were major, allied forces during the Cold War. Despite their allied positions, they had unique politico-social perspectives that greatly reflected their immediate involvement in the conflict, in addition to their respective political histories and engagement in previous wars. As the Cold War threat was a large and, in many ways, incomprehensible one, each country took certain elements of the Cold War situation and used those elements to reflect their varied political social positions to a more popular audience and the culture it consumed.
In turn, filmmakers in both countries used their mediums to make overarching political commentaries on the Cold War situation. This analysis looks at five films from those countries during the 1960s, and explores how each representation offered different, often conflicting, perspectives on how to “manage” Cold War tensions, while simultaneously reflecting their conflicted culture and political decisions. The films analyzed reveal that each country focused on contrasting perceptions about the source of the threat posed by Soviet forces, thus becoming tools to further promote their distinct political stances. While the specifics of that commentary changed with each filmmaker, they generally paralleled each country’s perspective on the overall Cold War atmosphere. The British message represented the Cold War as a very internal battle—one that involved the threat within UK borders via the infiltration of spies the tools of espionage. In contrast, the American films suggest that the Cold War threat was largely an internal one, a struggle best combatted by increasing weaponry that would help control the threat before it reached American borders.
The media often portrays and the public often percieves white women and women of color politicians experience feminist obstacles, such as the masculine-feminine double bind and being dehumanized in the same way. Many of these representations of women of color politicians in society do not incorporate the impact of intersectionality and confining gender schemas; therefore, women of color politician’s experiences are often lumped together with that of their white women counterparts. This phenomenon ultimately contributes to the persistence of color-blind racism in the United States, which negatively effects the life outcomes of women of color politicians and women of color in general. In effort to help lessen the effects of color-blind racism locally and in government, some tools on how to reflect on one’s own biases are provided and avenues for change are proposed.
This project aimed to understand what best practices for leadership in the Information Technology sector and if it could be consolidated for a comprehensive learning plan. This learning plan was housed on a traditional LMS (Canvas) and utilized a combination of IT Management research, interviews conducted with five industry members (all boasting five or more years of work experience), and an analysis of six top institution IT Leadership programs, to create a template. For the provided questionnaires, participants were asked to consider their time in the industry and discuss work culture dynamics, distribution of power, and what pain points were felt in their daily operations. All participants also described their direct roles and seniority, ranging from self-described “middle” to ”high” level placements. Based on these interviews, much of what seems to halt productivity and employee satisfaction regularly comes from a lack of concise and regular communication and a need for more understanding regarding team members' drive or capabilities. Regarding the program evaluation, six IT Leadership programs were chosen, where five were constructed by higher education institutions and one from a certificate governing body. The top skills identified across all programs were communication and decision-making. Communication is an all-encompassing idea for collaboration and strong speaking skills, with programs 1,4,5, and 6 noting their importance. Decision-making in this context is about both work delegation and firm problem-solving. For work delegation, it was pointed out in the interviews that techs and engineers see strong leadership utilizing professional judgment as vital to a business’s performance, with all programs but program 4 similarly emphasizing the same. Given this evaluation, the leadership styles used can be identified as Delegative, Strengths-Based, and Transformative. The previously noted interviews and research resulted in a 4-week course demo, which utilized the interviews in conjunction with leadership concepts.
