The flip side of love is loss

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INTRODUCTION: The Hidden Side of Everything Anyone living in the United States in the early 1990s and paying even a whisper of attention to the nightly news or a daily paper could be forgiven for having been scared out of his skin. The culprit was crime. It had been rising relentlessly—a graph plotting the crime rate in any American city over recent decades looked like a ski slope in profile—and it seemed now to herald the end of the world as we knew it. Death by gunfire, intentional and oth- erwise, had become commonplace. So too had carjacking and crack dealing, robbery and rape. Violent crime was a gruesome, constant companion. And things were about to get even worse. Much worse. All the experts were saying so. The cause was the so-called superpredator. For a time, he was everywhere. Glowering from the cover of newsweeklies. Swaggering his way through foot-thick government reports. He was a scrawny, big-city teenager with a cheap gun in his hand and nothing in his heart but ruthlessness. There were thousands out there just like him, FREAKONOMICS we were told, a generation of killers about to hurl the country into deepest chaos. In 1995 the criminologist James Alan Fox wrote a report for the U.S. attorney general that grimly detailed the coming spike in mur- ders by teenagers. Fox proposed optimistic and pessimistic scenarios. In the optimistic scenario, he believed, the rate of teen homicides would rise another 15 percent over the next decade; in the pessimistic scenario, it would more than double. “The next crime wave will get so bad,” he said, “that it will make 1995 look like the good old days.” Other criminologists, political scientists, and similarly learned forecasters laid out the same horrible future, as did President Clinton. “We know we’ve got about six years to turn this juvenile crime thing around,” Clinton said, “or our country is going to be living with chaos. And my successors will not be giving speeches about the won- derful opportunities of the global economy; they’ll be trying to keep body and soul together for people on the streets of these cities.” The smart money was plainly on the criminals. And then, instead of going up and up and up, crime began to fall. And fall and fall and fall some more. The crime drop was startling in several respects. It was ubiquitous, with every category of crime falling in every part of the country. It was persistent, with incremental de- creases year after year. And it was entirely unanticipated—especially by the very experts who had been predicting the opposite. The magnitude of the reversal was astounding. The teenage mur- der rate, instead of rising 100 percent or even 15 percent as James Alan Fox had warned, fell more than 50 percent within five years. By 2000 the overall murder rate in the United States had dropped to its lowest level in thirty-five years. So had the rate of just about every other sort of crime, from assault to car theft. Even though the experts had failed to anticipate the crime drop— which was in fact well under way even as they made their horrifying 2 Introduction: The Hidden Side of Everything predictions—they now hurried to explain it. Most of their theories sounded perfectly logical. It was the roaring 1990s economy, they said, that helped turn back crime. It was the proliferation of gun con- trol laws, they said. It was the sort of innovative policing strategies put into place in New York City, where murders would fall from 2,262 in 1990 to 540 in 2005. These theories were The flip side of love is loss The flip side of love is loss Bởi: Joe Tye “When you love someone, every moment is shadowed by the fear of loss Then loss occurs, and you feel more love than ever The more you loved, the more you feel the loss Depression, then, may be seen as the strongest expression of love.” Roger Rosenblatt: Kayak Morning “If I’d never loved I never would have cried,” goes the song “I Am a Rock” by Paul Simon Turning yourself into a rock would be a surefire way to make sure that you never cry, that you never experience grief, and that it wouldn’t matter if your world turned upside down because you wouldn’t care It would also be a cold, sterile, and pretty meaningless existence To love someone is the ultimate expression of the soul, and to love is to, eventually, experience loss To love is to eventually cry 1/1 Chapter 1 Meeting the Business Side of Google In This Chapter ᮣ Assessing the future of Google business services ᮣ Understanding the two sides of Google ᮣ Google toward empowerment ᮣ Reaching your Webmaster goals ᮣ Setting a strategy for your Web site ᮣ Knowing about Google’s product indexes ᮣ Google for e-tailers and large enterprises L ike Yahoo! and eBay before it, Google came on the scene with good tech- nology and then needed to work out a way to make money. Fortunately, that’s where you come in. To put it simply, Google makes money when you do. That’s the ideal, anyway. Google’s revenue model is based largely on increasing the visibility and traffic of its thousands of small-business partners, streamlining their marketing costs, qualifying their leads, and helping track returns on investment. There’s genius in Google’s method — and fortunate timing. The typical rev- enue path of online media companies is lined on one side with advertising and on the other side with special services. Consider Yahoo!. While gaining a huge “eyeball share” with its Web directory and building its empire on free services to its users, Yahoo! began serving up advertisements. Although this was an old-media approach, it occurred when demand for Yahoo’s ad space exceeded supply. So the company could easily charge premium prices for the privilege of placing an ad on its pages. This happy advertising era reached its height, unsurprisingly, during the greatest inflation of the Internet bubble. When the bubble was pricked, and the demand for banner ads cooled, Yahoo! started enhancing its free services (for example, Yahoo! Mail) and charging for them. This method of supplementing revenue has worked. Yahoo! is a robust media company which, by the way, owns serious search assets that might yet constitute a challenge to Google’s dominance. (See the next section.) 05_571435 ch01.qxd 5/21/04 11:26 PM Page 13 Now consider Google’s contrasting situation and how it navigated its own infancy as a media company. Yahoo! surrounded its core directory with infor- mation pages, but Google concentrated all its resources in the search engine. Google paired exceptional keyword matching with cost-per-click advertising to build an advertising business that paired advertisers with customers through matched keywords. Google and Its Competition Google’s dominance of consumer searching is awesome. There has been no such near-monopoly since Yahoo! was the only important search-and-find Web destination in 1994. The numbers have become a familiar mantra: more than 200 million searches a day, constituting about 50 percent of global search queries. Alongside those numbers looms Google’s activity as a busi- ness partner to businesses of all sizes. In that arena, Google also dominates, though its clout varies depending on the service. But our focus is on business services whose influence and effectiveness are tied to Google’s preeminence as a consumer search engine. Google’s com- mand of the majority of eyeballs in the Internet population makes it the one site in which online businesses must be visible, either in the search result listings or through advertising on search results pages. Will this situation per- sist? Is marketing in Google a long-term strategy? 14 Part I: Meeting the Other Side of Google Google’s business isn’t just advertising In the beginning Table of content Page Acknowledgement 3 A.Introduction 4 I. The nationales for choosing the theme 4 II. The aims of the Thesis 4 III. The objectives of the Thesis 5 IV. The limitation of the Thesis 5 V. The methods of the study 5 B.Content 7 Chapter I : Background I.England in the renaissance 7 1,What is the Renaissance ? 7 2.England in the Renaissace 9 3.The humanism in the Renaissance 10 II.William Shakespeare 11 1.Life and Work 11 1.1.Life 11 1.2.Work 12 2.His"The Merchant of Venice" 16 2.1.The place of the play in Shakespeare's career 16 2.2.The sources of the play 17 2.3.The characters in the play 17 2.4.The story of the play 18 1 Chapter II: love, friendship, justice and commonsense in society, in literature and in shakespeare's plays. I. Love, friendship, justice and commonsense in society and in literature 21 II. Love, friendship, justice and commonsense in the plays of Shakespeare 24 Chapter III: The victorious laugh of love, friendship, justice and commonsense in "the Merchant of Venice " by Shakespeare. I. Love 29 II. Friendship 36 III. Justice and commonsense 43 IV. The victorious laugh of love, friendship, justice and commonsense 53 Conclusion 55 Referencebooks 56 2 Acknowledgement It is true that I could not finish my thesis without the help and encouragement from my teachers, my relatives and my friends because of my private limitted knowledge and some difficulties in literary language, the writing style of the author. First of all, I would like to show my deep gratitude and faithful thanks to the directorial Board of the Foreign Language Department that awarded me the opportunity to do this thesis. Secondly, I am very grateful to my parents, my friends for their great advices, help and encouragement. Thirdly, I want to show my deep gratitude to Mr. Chris Staples, who lent me some useful materials and gave me interesting ideas. Finally, I would like to express my special thanks to my supervisor- the teacher Tran Ngoc Tuong (MA) who helped me and supported me enthusiastically during my writing. 3 A. Introduction I. The rationales for choosing the theme I have a high - faluting and romantic soul. I am really fond of literature. Studying literature in native language is difficult but studying literature in foreign language, especially English is more difficult. But this gives me a challange to study. Shakespeare is a great writer. His works are abundant, grand and deal with many matters of the Age, the destiny of the whole mankind. He is also a very familiar author to the Vietnamese. Many his plays have been produced into famous films and many famous actors want to play parts as Hamlet, Othello, Shylock etc. Shakespeare is worthy of being a "great and old tree " which covers the whole of the Renaissance literary circles and shines forever later on. During his indefatigable working, he left for people great plays such as "Romeo and Juliet", "Hamlet", "Othello". So, Shakespeare and his works became a secret to challenge me to discover. With thesis , I will have a good chance to understand more The Social Responsibility of Business is to Increase its Profits Milton Friedman The New York Times Magazine September 13, 1970 When I hear businessmen speak eloquently about the "social responsibilities of business in a free-enterprise system," I am reminded of the wonderful line about the Frenchman who discovered at the age of 70 that he had been speaking prose all his life. The businessmen believe that they are defending free enterprise when they declaim that business is not concerned "merely" with profit but also with promoting desirable "social" ends; that business has a "social conscience" and takes seriously its responsibilities for providing employment, eliminating discrimination, avoiding pollution and whatever else may be the catchwords of the contemporary crop of reformers. In fact they are or would be if they or anyone else took them seriously preaching pure and unadulterated socialism. Businessmen who talk this way are unwitting puppets of the intellectual forces that have been undermining the basis of a free society these past decades. The discussions of the "social responsibilities of business" are notable for their analytical looseness and lack of rigor. What does it mean to say that "business" has responsibilities? Only people have responsibilities. A corporation is an artificial person and in this sense may have artificial responsibilities, but "business" as a whole cannot be said to have responsibilities, even in this vague sense. The first step toward clarity in examining the doctrine of the social responsibility of business is to ask precisely what it implies for whom. Presumably, the individuals who are to be responsible are businessmen, which means individual proprietors or corporate executives. Most of the discussion of social responsibility is directed at corporations, so in what follows I shall mostly neglect the individual proprietors and speak of corporate executives. In a free-enterprise, private-property system, a corporate executive is an employee of the owners of the business. He has direct responsibility to his employers. That responsibility is to conduct the business in accordance with their desires, which generally will be to make as much money as possible while conforming to their basic rules of the society, both those embodied in law and those embodied in ethical custom. Of course, in some cases his employers may have a different objective. A group of persons might establish a corporation for an eleemosynary purpose for example, a hospital or a school. The manager of such a corporation will not have money profit as his objectives but the rendering of certain services. In either case, the key point is that, in his capacity as a corporate executive, the manager is the agent of the individuals who own the corporation or establish the eleemosynary institution, and his primary responsibility is to them. Needless to say, this does not mean that it is easy to judge how well he is performing his task. But at least the criterion of performance is straight-forward, and the persons among whom a voluntary contractual arrangement exists are clearly defined. Of course, the corporate executive is also a person