Speed Review: The Power Of Noticing Summary

The Sandusky scandal had a huge impact on Penn State, main reason Penn state officials covered it up for so long. Penn State officials didn’t want the disturbing news to damage Penn State impeccable reputation. Although they tried very hard to cover up this issue it was exposed.

Everything was looking good for Joe Paterno and Penn State football as his football managing career rose with an overall record of 298-136-3 but in 2011, all that changed. Back in 2000 a janitor of Penn State witnessed Sandusky receiving oral sex from a young boy, the janitor reported what he saw to co-workers and his supervisor but none of these men reported these actions to authorities. It wasn’t until November 5, 2011 that Sandusky was arrested on a $100,000 bail and up to 40 criminal counts. ESPN were quickly in the scene to investigate and report the allegations on Sandusky. They quickly reported saying Sandusky was charged with more than 50 counts of child sex-abuse involving 10 boys he met through The Second

The school officials that contributed to covering up the Sandusky scandal were: Penn State athletic director Tim Curley, senior vice president for finance and business including overseeing the university police Gary Schultz, Penn State football coach, Joe Paterno and university president, Graham Spanier. All four of the elite university officials became informed of Sandusky’s sexual misconduct by a graduate assistant Mike McQueary who later became assistant coach to Paterno (Chappell, 2012). After Sandusky’s sexual misconduct was officially brought to the attention of these key officials the solution was to basically punish Sandusky by telling him he is no longer allowed to shower with the boys on campus facilities. The core group

Aside from the allegations of child sexual abuse, the revelation of a cover-up and who actually knew of Sandusky’s behavior appears to be just as shocking. Through independent and Grand Jury investigations, a small circle of the most powerful people at PSU knew, for almost a decade, of Sandusky’s behavior and chose not to take appropriate actions to protect children from a sexual predator and concealed Sandusky’s behavior from the University’s Board of Trustees, the community and

On June 22, 2012 Gerald Arthur “Jerry” Sandusky was convicted of sexually abusing 10 boys, and was found guilty on 45 out of 48 counts. The sexual assault occurs between the years of 1994 and 2006, while Sandusky is employed by Pennsylvania State University, working with the Second Mile foundation, and retired. On May 3rd, 1998 Jerry Sandusky is reported to the University Police by a mother of a victim (victim 6 in the police report) for showering with her son in the football locker room. From May 4th 1998 forward, Penn State athletic director Tim Curley, Penn State Vice President for finance and business Gary Schultz, Penn State President Graham Spanier,

Jerry Sandusky, the assistant coach for Penn State, was charged with rape and sexual misconduct of minors from as early as the 1970’s. There has been several times where his misconduct was reported; however, nothing was done about the allegations. Most of the young boys that he abused were from his group home founded by him, The Second Mile. The Second Mile, was formed to help troubled children and to mentor them. Jerry used the fact that they were troubled children, coming from a bad situation at home, to his advantage. He knew that no one would believe the children if it happened to get out. He preyed upon these broken youths as most sexual predators do. He gained their trust and respect, then used it against them to keep quiet about the

Since the scandal at Penn State a lot of things have been happening around the case. For starters, Jerry Sandusky was charged with 45 counts of child molestation. Up until the verdict, Sandusky had told the press and others that he had loved the kids which was said to have been taken out of context. After being charged with the 45 counts of child molestation, Sandusky was given no less than 30, but no more than 60 years in prison for the crimes committed. The case at this moment has cost the school right at a quarter of a billion dollars, half of that being in lawyers fees alone. The university has settled with 33 people over allegations they were sexually abused by Sandusky, and has made total payments to them of $93 million (2017). The administrators

Arthur Andersen (AA) contributed to the Enron disaster when it has failed to the management by failing to have Enron establish and enforce its own internal control. There has been flaws to AA‘s internal control. There has been assumption that AA partners were too motivated by revenue recognition thus, overlooking several criteria when providing their services to Enron. Additionally, AA also recognised the retention of audit clients as vital and a loss of any clients would be disadvantaged to an auditor’s career. In AA internal control, the person who is able to make most of the decisions is the person who is most concerned about the revenue or losses of the client’s company.

The information, in this case, is overwhelming. Personally, I cannot believe this travesty was committed with all of the officials that knew what Sandusky was doing. On November 5, 2011, Sandusky was arraigned on 40 criminal counts and was released on a one hundred thousand dollar bail. At that time Curley and Schultz are charged with felony perjury and one count of failure to report the abuse allegations. November 7, 2011, Curley and Schulz resigned from their positions. Consequently, on November 9, 2011, Paterno announces he would retire at the end of the 2011 season, hours later the university announces that President Spanier and Coach Paterno were terminated. On November 11, 2011, McQueary, who witnessed the 200 rape is placed on indefinite

Jerry Sandusky was an assistant football coach at Penn State hired in the late 1960’s, over a course of ten years, abused young men and boys. Some of the staff at Penn State including members of management as well as the athletic department was aware of these actions. Although they did not report these problems as they knew them, they did meet with law enforcement and other members of management to address the situation.

Blink: The Power of Thinking Without Thinking by Malcolm Gladwell tells of many people and events that had disastrous or incredible outcomes because of the power of the subconscious to make decisions that the conscious mind is unaware of. Throughout Blink, Gladwell presents many ways to show that the mind and body give off hints to one’s true feelings in the “blink” of an eye. One of his many compelling arguments is the idea of “priming,” while one of his less compelling arguments is the idea of anyone having too much information to make a correct decision. Priming is such a compelling argument because it can account for such a large change in mindset. However, the idea of having too much information is misleading and confusing. Both arguments have the potential to change how one looks at their own

It determined that the accident was due to a failure of rubber O-rings made by Morton-Thiokol that provided a pressure seal in the aft field joint of the shuttle's right Solid Rocket Booster. The failure of the O-rings was attributed to a design flaw, as their performance could be too easily compromised by factors that included the low temperature on the day of launch. The Commission found that O-ring resiliency is directly related to temperature and due to the low temperature at launch—36 degrees Fahrenheit or 15 degrees lower than the next coldest previous launch—it was probable the O-rings had not provided a proper

We have been taught to stop and carefully consider all the options/factors involved before making an important decision. But in Blink, Malcolm Gladwell finds that in complex situations, our initial two-second judgments, our blink moments, are often more accurate than judgments derived from lengthy, painstaking analysis. Although Gladwell is careful to explore situations where two-second judgments fail, the most interesting scenarios are where rapid cognition succeeds. It contradicts reason to think that a two-second judgment could be more accurate than a carefully made analysis, but in many cases it is.

This was a very interesting article because I was reading it I related its topic back to my freshmen. That year I took Intro to Management with Dr. William McGregor, and one topic we covered was how to become a good listener. I immediately saw the tie in between being a good listener and being a first-class noticer because they are bridges to one another. To simplify Bazerman’s remarks, a first-class noticer is a leader who is aware, conscience, controlled, and investigative. A first-class noticer is someone that is aware of all of their surroundings both the negatives and the positives. In regards to negatives they will find them, then determine the severity of the situation, and continue to delve into the issue until the find the problems. On the other hand they also look at the positives to see what actions are working in the right direction and how to apply them continuously and towards recovering the negative issues.

A quick review, a few deep breaths, and we are out the door. Not like our usual walks though. This time we walk at leisure pace, slow enough to feel the rolling from my heel to the ball of my foot, before I push off with my toes. I am to be engaging in a meditative walk, however my ability to let go fails me. The walk feels forced, and quickly I feel my heart race in chest like the vibrations coming off a percussion instrument. Trying to allow myself the opportunity to feel my body, all I feel is overwhelmed. “What in the world am I going to write about,” seems to be the only dialogue playing on repeat in my head. This is clearly not meditative.