A Memorable Event

Steps to Writing a Memorable Event Essay X Elliot Quimby Elliot Quimby has been a freelance writer, editor and proofreader since 2008. Quimby has written, edited and proofread grant proposals, press releases, cover letters, resumes and website content. Quimby earned a Bachelor of Arts in creative writing and literature as well as linguistics at the University of Michigan. Quimby has contributed to a blog on Urbanministry. org. By Elliot Quimby, eHow Contributor The memorable event essay is a common assignment in writing classes and can also be part of a college application.The exercise helps you practice your writing and narration skills. The advantage to you as the writer is that you don't need to do a lot of research because you will write from experience. 1. Brainstorm * List memorable events worthy of your essay. These may include births and deaths of loved ones, rites of passage and turning points in your life. Sometimes something simple can be especially memorable, like going t o a concert or playing outside with your family. Begin several days before your essay is due, if possible.Choose from your list an event that is complex enough for the length of your essay. If you can't describe the event in detail, it may not have been very memorable. Choose an experience you don't mind sharing with your audience. 2. Identify Theme * Think about why your event was memorable. What about it was different from your daily routine? How did the event affect the rest of your life? Identify the main reason you remember this experience. This will be your theme. * Sponsored Links * Free GRE Practice Test Take our 20 minute practice test and get your results right away. www. estden. com 3. Outline * Create a general outline of what happened. Include details that relate to your theme. Remember to include an introduction and conclusion. Add any background information your reader needs to know to understand what happened and why it was important. If you get stuck, consider Willi am Strunk's suggested structure for a narrative of a historical event: â€Å"A. What led up to the event. B. Account of the event. C. What the event led up to. † Write * Write your first draft based on your outline. Create a separate paragraph for each major point in your outline.Concentrate on the content of your essay rather than grammar, spelling and mechanics. Remember to explain what you were thinking when your memorable event happened. Why did you react the way you did? What did or didn't you know about what was happening? Did you realize right away that this was something you would always remember? Use language that will help the reader feel the way you did. Edit * If possible, leave your essay alone for an hour or a day before beginning to edit. Read your essay as if someone else had written it. Does anything seem confusing?Did you clearly explain why your event was memorable? Are there details that do not support your theme? Sometimes you will need to re-write a para graph or more. You may need to delete unimportant paragraphs. Fix any grammatical, spelling or mechanical errors. Run a spell-check. Read through your essay several times before turning it in. If you can, get someone else to read it and give you feedback. Read more: Steps to Writing a Memorable Event Essay | eHow. com http://www. ehow. com/way_5682169_steps-writing-memorable-event-essay. html#ixzz2Ooj9885U

Ideo: the Organization and Management Innovation in a Design Firm and the Role of Alliances and Collaboration

Introduction Schumpeter (1949) wrote of the individual and collective embodiment of the â€Å"entrepreneurial spirit† – the â€Å"Unternehmergeist†. One company that channels this â€Å"geist† is the Sillicon Valley, California-based design and consultancy firm, IDEO. Founded in 1991, this self-styled innovation and design firm balances process and product innovations grounded in a human-centred design philosophy. Through this approach IDEO elided the pitfalls of the technology push versus demand-led innovation dichotomy to produce products and services that feel just as good as they work. In the latest rankings IDEO was listed at no. 10 on Fast Company's Top 25 Most Innovative Companies (2009) and no. 15 on Fortune's 100 most-favored employers by MBA students (Universum 2009). This paper attempts to analyse the principles and practices at IDEO using two frameworks namely: 1. the organisation and management of innovation and research and development (R&D) and 2. strategic alliances and collaboration. The discussion on organisation and management would be focused primarily on innovation since R&D as a portfolio at IDEO is still emergent. As a consequence also, its alliances and collaboration strategies and activities are described in the context of IDEO as a highly sought-after development partner. Analysis of the responses of senior business managers to what they considered to be the top three challenges of innovation management revealed that creating an innovative culture, attracting and maintaining diverse talents and finding the right balance of the incremental and the radical were uppermost (Tidd and Bessant 2009). Smith (2008) identified nine key factors that impact on an organisation’s ability to manage innovation: management style and leadership, resources, organisational structure, corporate strategy, technology, knowledge management, employees and the innovation process. The Oslo Manual defines †Innovation† as â€Å"the implementation of a new or significantly improved product (good or service), or process, a new marketing method, or a new organisational method in business practices, workplace organisation or external relations. † (OECD 2007). This definition encompasses the common elements of innovation as proposed by arlier authors such as Schumpeter, Freeman, Rothwell and Gardiner, Drucker, Porter, Schumann, Merrifield etc. (Tidd and Bessant 2009; Innovation Zen 2006) Organisation and management of Innovation Since the introduction of ‘creative destruction' Schumpeter (1942), there has been a growing confidence that the basic elements of successful innova tion can be distilled through careful observation, and that they can be adopted and managed by firms to create and sustain competitive advantage. A number of authors (Abernathy and Utterback 1978; Teece 1986; Henderson and Clark 1990; Tushman and Anderson 1990; Christensen 1997 etc. have proposed various bivariate frameworks for assesing possible innovation types (incremental, radical, modular, architectural, product, process, market, organizational, complementary, disruptive etc). See Figure 1. Despite the variety, a basic conclusion however is that this mode of analysis can adequately inform strategic and organizational decisions and that different kinds of innovation require different kinds of organizational environments and managerial skills (Tushman and Anderson 1986). Figure 1: Component and architectural innovation (Henderson and Clark 1990) Source: Tidd and Bessant (2009) Models of the Innovation process and the dynamics of its articulating phases have been proposed by a number of authors (Myers and Marquis 1969; Von Hippel 1976; Tidd et al 2001 etc. ). Tidd and Bessant (2009) detailed a linear model with four phases (search, select, implement and capture). The authors made the distinction that innovation management is essentially about creating conditions within an organization to increase the likelihood of a successful resolution of multiple challenges under high levels of uncertainty (Ibid, p. 70). This view reinforces Tushman's (1977) assertion that organization and management of the process is characterized by different types of decisions, coordination challenges and patterns of communication. It is important to note here that though the innovation process is commonly depicted as a linear unidirectional sequence, in practice, the activities are inherently iterative and often occur in parallel (Rothwell 1992; Weiss 2002; and Brown 2008). Innovation and R at IDEO IDEO's approach to the organization and management of innovation and R&D can be summarized by the phrase: â€Å"design thinking†. Tim Brown (2008), CEO of IDEO, explained that it is centred on meeting people’s needs in a technologically feasible and commercially viable way. Design thinking is an example of the systemic and integrative approach to innovation highlighted in Hughes (1983) and Rothwell (1992). The model attempts to understand the innovation challenge as a dynamic interplay of human, business and technology factors. See Figure 2. Figure 2: Designing thinking at IDEO Source: adapted from Weiss 2002. IDEO's variation of the innovation process (cf. Tidd and Bessant 2009 etc. ) comprises five phases: Understand the market, the users, the technology, the constraints; observe people in reallife situations; visualize new-to-the-world concepts and the potential users; evaluate and refine the prototypes; and implement for commercialization (Kelley 2001). Empathetic research, brainstorming and rapid prototyping are core routines developed in the execution of the IDEO innovation process. Brainstorming is the idea engine of IDEO's culture. It is used to generate multiple and varied ideas about possible solutions to the innovation challenge. A session lasting no more than sixty minutes is conducted under the following rules: defer judgment; build on others' ideas; one conversation at a time; stay on topic; encourage wild ideas; go for quantity; be visual (Kelley 2001). Rapid Prototyping involves early development of a wide range of low-fidelity prototypes from which to learn. Teams evolve and refine ideas, answering multiple detailed questions through rounds of successively higher-fidelity prototypes. This routine permeates the company's design practices in all spheres (Coughlan et al 2007) and is universally codified in two IDEO mantras â€Å"build to learn,† and â€Å"fail forward† (Kelley 2001). The company organizes its R&D portfolio into 19 Focus Areas supported by 13 teams as shown in Table 1. Teamwork is an imperative at IDEO. For each project a number or relevant teams would be assembled from persons within the company, or externally from persons within their ‘talent ecosystem'. The teams meet regularly to exchange information on progress and to make sure each other's activities remain focused and complimentary (Hawthorne 2002). Table 2 summarizes some of the human-centred research work undertaken at IDEO. The popular Method Cards is result of this kind of research and development work at the company. The collection of 51 cards is used to evaluate and select the empathic research methods that best inform specific design initiatives. How and when the methods are best used are explained together with demonstration of how they have been applied to real design projects (www. ideo. com). Table 1: IDEO Focus Areas and Teams Source: Adapted from www. ideo. com Table 2: A sample of research at IDEO Source: Adapted from Venkatraman 2005 The ten personas shown in Table 3 were developed by Tom Kelley for enhancing innovation at IDEO. Consideration of these personas influences the company's policy of recruitment of T-shaped people †with at least one deep area of expertise and a broad reach of other skills and experiences. † (www. ideo. com). â€Å"We've found that adopting one or more of these roles can help teams express a different point of view and create a broader range of innovative solutions† (Kelley 2001, p. 7). Table 3: IDEO's innovation personas Source: Adapted from Kelley 2001 At IDEO the Ways to Grow tool (Figure 3) is a framework used to a) identify the type of growth intended, b) scope the challenge and deploy an appropriate innovation process, and c) assess the effectiveness of the portfolio of innovation efforts. It identifies four possibilities for growth and three basic archetypes of innovation outcomes: Incremental, evolutionary, revolutionary (Jacoby and Rodriguez 2007). Cf. Henderson and Clark 1990 etc. Figure 3: IDEO's Ways to Grow and Innovation Outcomes cf. Figure 1. Source: Jacoby and Rodriguez 2007 The model suggests that an incremental project requires execution-focused process and people while a revolutionary project would require exploration-focused processes and people (Jacoby and Rodriquez 2007). Ways to Grow is employed in this manner by IDEO to track, understand, and assess its in-progress portfolio of innovation projects using measures of innovation effectiveness. The projects can be mapped onto this tool creating a dashboard of initiatives that can be updated and referenced. All these organizational and management approaches mean little without a way of integrating them in a creative and sustainable organizational culture. Culture is difficult to define, but for IDEO it's probably: the not infrequent managers' informal chats with their carefully selected T-shaped employees (Brown 2007); the company-wide Monday morning meetings and Friday afternoons show and tell; the playful open layout of the workspaces decorated with personal eccentricities (Kelley 2001); the formal and informal reward systems where some compensation decisions are based largely on reputation among fellow designers and formal peer reviews (Hargadon and Sutton 1997); or just the personal satisfaction of the team members knowing that they are part of something big and exciting and creative. Strategic Alliances and Collaboration Gulati (1998) defines strategic alliances as voluntary arrangements between firms involving exchange, sharing, or co-development of products, technologies, or services. They can†¦ take a variety of forms, and occurring across vertical and horizontal boundaries. The fundamental imperative for strategic alliances and collaboration as suggested by authors like Teece (1986) is that it is extremely difficult for one company to possess all the requisite skills and competencies to implement all the phases of the innovation process. Among the motives for the formation of alliances and collaborations are reduction of cost, uncertainty, and time of R, response to changing customer and market need, lack of internal resources and knowledge transfer (Kogut 1988, Gulati 1998; Littler 1993 in Tidd and Bessant 2009). IDEO is not a R-intensive firm, its motivations for participation in strategic alliances and collaboration are not necessarily those of an active seeker. However, IDEO has benefited from its role as consultant and a highly ought-after collaborator. â€Å"What's unique about IDEO is that we straddle both sides of the innovation business, as both practitioners and advisers. † (Kelley 2001, p. 4). IDEO's 5000+ employees in more than 20 studios on three continents do work for clients in multiple industries across the globe. The company's website lists an astonishing diversity of products and services created in collaboration with some 300 clients in 28 different industries. Hargadon and Sutton (1997) aggregated qualitative data which indicate that IDEO's employees learn about potentially useful technologies through their extensive work and incorporate that knowledge into the creation of new products and services for industries where there is little or no prior knowledge of these technologies. This movement of technologies between industries is a form of technology transfer and diffusion (Rosenberg 1982; Hughes 1989). The company recognises the potential of its network position (Conway and Steward (1998) and instructs its employees in the Methodology Handbook to â€Å"Look for opportunities to expand network and/or industry knowledge. † (Hargadon and Sutton 1997). These integrative activities according to Hargadon and Sutton are an example of technology brokering. IDEO's brokers in effect act as technology ‘gatekeepers' as described in Allen (1977) and Rothwell (1992). IDEO is uniquely positioned to facilitate R&D-intensive firms in the completion of their innovation process through to commercialization. The company's positioning is validated not only by its rapidly expanding client portfolio but by industry outlook. Ferguson and Taylor (2004) affirmed that many innovation-focused organizations, including those with extensive R programs, are looking outside for assistance, especially in the early stages of searching for promising technologies and developing a vision based on working models. For established firms with strong technology-focused research, the services of design firms, with expertise in user knowledge, is useful in balancing exploration and exploitation of their technical knowledge (Venkatraman 2005). Eastman Chemical, HP, Intel, P and Samsung initially sought IDEO as an exploration alliance partner. P have extended the collaboration to joint product development with product ideas mainly generated by IDEO (Ventkatraman 2005). As IDEO continues to deliver award winning products and services to clients firms along the entire value chain it may soon have to think about if and how it should reposition itself for example mass production and marketing of high quality innovative consumer goods. Issues like these lead to considerations about the possible alternative opportunities available for leveraging a company's resources, position and linkages to create sustainable value. In the light of global challenges such as poverty, health, water, energy, and economic empowerment what is the role of innovation and research and their management and what sort of alliances and collaboration would be needed to deliver adequate responses? What is the future of social entrepreneurship? To deepen understanding of these challenging questions, Paul Bennett, chief creative officer at IDEO, visited Nobel Laureate Muhammad Yunus of Grameen Bank fame to get an immersive experience of this maturing entrepreneurial spirit. Reflecting on his encounter in the Financial Times Bennett (2009) asserted that sustainability and growth for the organisations of the future demands accepting responsibility for the †bank accounts† of purpose, people and learning. Bennett summarizes his own thinking with a quote from one of his clients: â€Å"The future isn't going to be designed on an Excel spreadsheet. † Whatever new tools emerge for future planning, its not hard to imagine that some of those would emerge from the studios of IDEO.

Book Review on the Prejudice in Irseal Essay - 527 Words

To preface this review I want to begin by saying how much I enjoyed this book. I was skeptical about it because I had never heard of it before and because it was assigned in a class. However, I was pleasantly surprised how intrigued I became and how invested I was in the story. I know very little about the prejudices in Isreal amongst the Arabs and the struggles they meet. The book contains two stories, which at first seem unrelated, but eventually run into one another. The first story presented is about a lawyer, whose name we never learn and is always referred to as â€Å"the lawyer.† I was curious throughout the book why that was, potentially it was an attempted to shadow identity or make the character more relatable. The lawyers story†¦show more content†¦While the lawyers story focuses on class discrimination, we see the effects of racism against Arabs. Amir’s narrative continually refers to having to show his identity card to classify his nationality. B oth the lawyer and Amir attempted to recreate a new identity for themselves. Amir, nevertheless, took this cause more literally. At first it was a harmless swap of identity card to get into a prestigious art school, but it quickly progressed and led to Amir completely taking the identity of the Jewish boy he took care of. Due to his false Jewish identity, he was treated differently in the art school than how he would have been if he were truthful about his heritage. Learning the author’s background, it is easy to see the motivation for the writing of the novel. Sayed Kashua is a Israeli Arab authors who has written four books and is a journalist who is known for his humoristic columns. The authors was born and raised in Tira, in the Triangle region of Israel. He attended a prestigious Israeli school. The connections between him and the characters he created are obvious. Again, I loved this book. Although it dragged at times, I thought it was fantastically written. I found my self invested in the life of the characters, especially as I was rooting for Amir to find true happiness. Even past its entertainment value, the book helped me have a

Top Guide of Writing a Great Research Paper

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Personal Statement For A Fitness Trainer - 987 Words

The topic of the Unit 4 Assignment is Outlining your Profession. My desired profession is to be a fitness trainer. I strive to motivate and inspire others to live a healthy lifestyle. Although a degree is not required to complete this goal, I feel that a Bachelor of Science in Health and Wellness from Kaplan will give me a better understanding of the human body and broaden my career path. I will gain knowledge from Kaplan to exceed in the fitness world. Fitness trainers help individual’s reach fitness and nutrition goals by motivating and inspiring individuals or groups. Fitness trainers demonstrate different exercises, work out personal nutrition plans, and evaluate the clients level of fitness. There are many aspects to fitness trainer’s methods i.e.; weight lifting, cardiovascular, dance, yoga, stretching and strength training. Fitness trainer’s work with all ages, sizes, and fitness levels. Fitness trainers will modify exercise to fit a person’s physi cal needs and get a better understanding of a person’s weaknesses. â€Å"Fitness trainers and instructors work in facilities such as health clubs, fitness or recreation centers, gyms, and yoga and Pilates studios.† (Occupational Outlook Handbook, 2015) With the upraise of technology and the lack of time working individuals have I feel that online fitness professionals is what is needed. I will strive to be an elite fitness professional in the online world. The requirements for becoming a personal trainer include a highShow MoreRelatedEssay Personal Trainer1261 Words   |  6 PagesPersonal Trainer Personal trainers are responsible for training individuals and developing a healthy workout regimen for all their clients. They often work with different muscle groups and combine this knowledge with cardiovascular training to provide their clients with the best exercise program possible. 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These personal trainers are large sources of revenue thatRead MoreProject Duration And Critical Path Analysis1288 Words   |  6 Pagessystem? 11 References 12-13 ABSTRACT: Personal trainer, Inc. privileges and working focuses on twelve fitness center in Midwestern urban areas. The focuses have done well, and the organization is opening another â€Å"supercenter in the Toronto region. To support their commercial portfolio. Personal trainer Inc. want to study their approach and make it functional in a way which will positively reflect on their business growth. To do so personal trainer Inc. mapped a project management strategiesRead MorePersonal Trainer Inc. Case Study891 Words   |  4 Pages Mr. Nelson M. Wahing Case Study No. 2: Personal Trainer Inc. I. Summary Personal Trainer, Inc. owns and operates fitness centers in a dozen Midwestern cities. The centers have done well, and the company is planning an international expansion by opening a new â€Å"supercenter† in the Toronto area. Personal Trainer’s president, Cassia Umi, hired an IT consultant, Susan Park, to help develop an information system forRead MoreEssay on Bus 475 Week 2 Individual1692 Words   |  7 PagesBody Fitness Body Fitness is a new state of the art fitness facility coming to the valley that will offer the finest workout equipment, intense one-on-one personal training, proper supplemental nutrition plans, and strategic planning for a patient’s course of action to get in shape. Each fitness facility will offer the essential wide range of work out equipment and will be staffed to accommodate clients from high school age to retirement. 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The intimate couples that I noticed in the gym seemed again sought to have created a private space for them by erecting invisible barriers through their private body language directed only at each other, resulting in considerable more space between these couples and other groups of people inRead MoreCVP and Breakeven Analysis Paper1543 Words   |  7 Pagespoint for a Snap Fitness franchise owner. Variable Costs â€Å"Snap Fitness estimates that each location incurs $4,000 per month in fixed operating expenses plus $2,000 to lease equipment, which brings at total of $6,000 in fix cost† (Kimmel, Weygandt Kieso, 2009). However, in order for Snap Fitness to break even, it needs to have 300 members. 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In 2013, Orlando was categorized as the second highest fittest city in Florida and it was nationally â€Å"ranked No.34.† Form of Ownership Fit-Fem retail store will be a limited liability company. This form of ownership would be the most preferable selection due to its limited liability in a case of a lawsuit. In an event of a lawsuit, any personal property

Reflection on the Start-Up Business Model

Question: Discuss about the Reflection on the Start-Up Business Model. Answer: Introdution: The canvas model for business has proved to be the great model as for conquering and dividing the effective business strategies. The model reflects that the entire model has been divided into some of the crucial components such as the key partners, key resources, value propositions, customer relationships and many others. Moreover, the business model provides a critical reflection on by demonstrating the key structure for any particular small or larger corporations. From my point of view there are some of the crucial areas which need to be improved such as the strategic purpose of the concerned firm. I enquired the fact that the business model of canvas excludes the strategic purpose which is important for the perfect evaluation of the business processes (Choudhry, 2010). The model reflects the importance of key partners and key resources for the completion of the successful business project but it lacks in explaining the desired strategic purpose of the firm and this provides the scope to enhance its effectiveness by providing the purpose for the business model. I came across the fact that the business model critically reflects the role of managing the customer with effective care as the relationship with the customers helps in increasing its effectiveness within concerned market segments. Moreover, the model also excludes the desired notion for completion of the project which needs to be included in order to increase the reliability of the ful l business (Guide to the business analysis body of knowledge, 2015). I recommend that the relationship with the customers needs to be improved by recognizing the respective requirements of the clients as this will help in establishing the brand reputation of the firm to a larger extent. The notion for the completion needs to be included and the relationship with the clients should be improved. Moving to the next, I realized that the mixing of the different level of abstraction for the business model of canvas is crucial and this should be reduced to increase the efficiency and effectiveness of the firm. The strategic planning needs to be done as per the requirements of the business procedures (Herschel, 2013). There are opportunities for innovation to the products and new template with strategic ideas needs to be formulated to expand the entire business. Moreover, understanding the needs and the demands of the customers are of great significance as they help in providing the desired elevation towards the enhancement of the firm. As per my view the formulations of the effective strategies are of great significance as this will help in evaluating the performance of the concerned organization on a large scale. I feel that there should be perfect recognition of the issues or threats that may affect the execution of business procedures and then the solutions needs to be formed. The requirements of the customers need to be fulfilled and the services should be as per the satisfaction of the clients s this will help in providing complete reliability to them. I am aware of the fact there is an opportunity to increase the profitability of the firm identifying the desired strategic purpose which needs to be done by the concerned people within the management team (Hox, 2010). On the other hand, the competition level should be understood between the same kinds of organizations as this will help in offering the competitive advantage to the firm. The key partners as revealed within the proposed business model should contri bute their best efforts and utilize the desired platform to increase the profitability of the organizations. A collection of the resources such as the intangible resources, intellectual resources and the Human Resources are imperative and these needs to be used as the strategic remedies to utilize the opportunities for improvements. Branding of the firm is another important remedy as it facilitates the growth of the organization and opts for more profitability (McDonald, Mouncey, and Maklan, 2014). The value propositions needed to be considered as it reflects the crucial requirements of the business. The particular model of business has been proposed to ensure complete effectiveness in providing the value propositions services to all of the clients as this increase the potentiality of the firm. I need to mention that the value propositions include the monitoring of the performance of the website in providing adequate services to customers as per their needs. The advertisements and t he effective promotions need to be improved in order to increase the efficiency of the business within the concerned marketplaces (Zheng and Xue, 2009). I would strongly suggest that the use of the different channels such as the emails and the social media should be enhanced and these are crucial opportunities which help in the expansion of the firm. The Human Resource department should recruit skilled employees to increases the effectiveness of websites, especially the graphic and the web designers. References Choudhry, M. (2010).Capital market instruments. Basingstoke: Palgrave Macmillan. Guide to the business analysis body of knowledge. (2015). Toronto : Ontario: International Institute of Business Analysis. Herschel, R. (2013).Principles and applications of business intelligence research. Hershey, Pa.: IGI Global (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA). Hox, J. (2010).Multilevel analysis. New York: Routledge. McDonald, M., Mouncey, P. and Maklan, S. (2014).Marketing Value Metrics. London: Kogan Page. Zheng, N. and Xue, J. (2009).Statistical learning and pattern analysis for image and video processing. New York: Springer.

Kurt Vonnegut Essays - Slaughterhouse-Five, Billy Pilgrim

Kurt Vonnegut Kurt Vonnegut's character Billy Pilgrim, in Slaughterhouse-Five, is an American soldier in Europe in the last year of World War II. What he sees and does during his six months on the battlefield and as a prisoner of war have dominated his life. He comes to terms with the feelings of horror, guilt, and despair that are the result of his war experiences by putting the events of his life in perspective. He reorganizes his life by using the device of "time travel." Unlike everyone else, he does not live his life one day after another. Billy Pilgrim has become "unstuck in time," and he jumps around among the periods of life in a constant state of transience. In the beginning of the novel, it is December 1944 and Billy, along with three other American soldiers, is lost in a forest far behind enemy lines. Billy closes his eyes for a moment, drifts back to a day in his past, then suddenly opens his eyes in the future: it's 1965 and he is visiting his mother in a nursing home. He blinks, then time changes to 1958, then 1961, and finally he finds himself back in the forest in December 1944. Billy does not have much time to wonder about what has just happened. He has been captured almost immediately by German soldiers and put onto a train bound for eastern Germany. Aboard the train Billy has a great adventure into the future. He finds himself at the night of his daughter's wedding in 1967, where he is kidnapped by a flying saucer from the imaginary planet Tralfamadore. The aliens take Billy to their home planet and put him in a zoo. Then, as always seems to happen, Billy wakes up back in the war. The train arrives at a prison camp, and there a group of British officers throw a banquet for the American POWs. Before long he is traveling in time again, to a mental hospital in 1948, where he's visited by his fiancee, Valencia Merble. As soon as he recovers from his nervous breakdown, Billy will be set up in business as an optometrist by Valencia's father. Billy is introduced to science fiction by his hospital roommate, Eliot Rosewater, whose favorite author is Kilgore Trout. Trout's writing is terrible, but Billy comes to admire his ideas. Billy soon travels in time again to Tralfamadore, where he is the most popular exhibit in the zoo. His keepers love talking to him because his ideas are so strange to them. He thinks, for example, that wars could be prevented if people could see into the future as he can. The American POWs are now being moved to Dresdan, which as an "open city" of no military value has come through unscathed, while almost every other German city has been heavily bombed. Billy knows that Dresdan will soon be totally destroyed, even though there's nothing worth bombing there. The Americans are housed in building number five of the Dresdan slaughterhouse. There, Billy continues his time-travels. He survives a plane crash in 1968. A few years before that, he meets Kilgore Trout. Also, on Tralfamadore, he tells his zoo-mate, Montan Wildhack, about the bombing of Dresdan. Billy Pilgrim and the other American POWs take shelter in a meat locker beneath the slaughterhouse. When they go out the next day, Dresdan looks like the surface of the moon. Everything has been reduced to ashes and minerals, and everything is still hot. Nothing is moving anywhere. After months of digging corpses out of the ruins, Billy and the others wake up one morning to discover that their guards have disappeared. The war had now ended, and they are free men. There are many ways for an individual to cope with post-traumatic stress. The way in which one chooses to deal with emotionally taxing situations is determined, in part, by the individual's character traits. Because Billy Pilgrim is insecure and unable to effectively reestablish a sense of normalcy, he chooses "time-travel" as his own personal brand of denial. The result of his emotional journey was the further development of his character, as well as his neurosis.