Inter professional Team Working Risk Management Resuscitation department

Inter professional Team Working Risk Management Resuscitation department This assignment focuses on teamwork and the management of patients requiring emergency treatment. In health care, teamwork or inter-professional collaboration is an essential component of safety. As breakdowns in teamwork can lead to poor patient safety, I aim to critically evaluate and defend the importance of inter-professional collaboration in the resuscitation department. Example scenarios of patients that were brought into the resuscitation department requiring immediate care management will illustrate different team approaches to working, barriers to effective team working, and leadership of teams. The nurses role in the maintaining patient safety via risk management strategies will also be explored. This is important because the resuscitation department is a fast paced environment potentially vulnerable to risks. I intend to conclude how each scenario was managed and from these, draw up recommendations for streamlined nursing care and inter-professional team working in a resus citation department. A reference list is included. Introduction In the Accident and Emergency (AE) department, a key function is to receive asses and treat injured or sick people quickly at any time of the day or night. Anything can appear in an AE department; from patients with cuts, sprains and limb fractures, to patients with more serious life threatening conditions such as cardiovascular emergencies, gastrointestinal problems, neurovascular emergencies and traumatic injuries. Due to the nature of work in this environment, nursing care and management often occurs as a rapid sequence of events commencing with the recognition of life-threatening needs (Etherington 2003). Patients attending AE are seen immediately and there needs for treatment assessed. This initial assessment is a process known as triage designed to allocate clinical priority (See appendix). The Manchester triage group set up in 1994 is the most widely used triage method in the UK. The system selects patients with the highest priority first and works without making any assumptions about diagnosis. This is deliberate as AE departments are largely driven by patients presenting with signs and symptoms (Mackaway-Jones 1997). Once patients are triaged they are categorised according to a scale of urgency. The triage scale is colour coded for example: patients requiring immediate resuscitation and treatment are coded red, and would normally be met by a team standing by after prior notification by the ambulance service (Crouch and Marrow 1996). People presenting with serious injury or illness require a skilled team who follow recognised life support protocols within agreed roles (Etherington 2003). This assignment will focus on red coded patients brought into a resuscitation department requiring immediate care management for the preservation of life. Effective management of these patients is pivotal in reducing mortality rates and a skilled team is of great importance. In health care, teamwork or inter-professional collaboration is an essential component of safety. Research suggests that improvement in patient safety can be made by drawing on the science of team effectiveness (Salas, Rosen and king 2007). However, literature regarding emergency teams suggests that human factors such as communication and inter-professional relationships, can affect a teams performance regardless of how clinically skilled the team members are (Cole Crichton 2006, Lynch and Cole 2006). Ineffective teamwork can lead to errors in diagnosis and treatment (Salas, Rosen and king 2007) and is apparent in the many accusations of poor care and inadequate communication evident in malpractice lawsuits (Gro ff 2003). As breakdowns in teamwork can lead to poor patient safety, I aim to critically evaluate and defend the importance of inter-professional collaboration in the resuscitation department. Example scenarios of patients that were brought into the resuscitation department requiring immediate care management will illustrate different team approaches to working, barriers to effective team working, and leadership of teams. The nurses role in the maintaining patient safety via risk management strategies will also be explored. This is important because the resuscitation department is a fast paced environment potentially vulnerable to risks. I intend to conclude how each scenario was managed and from these, draw up recommendations for streamlined nursing care and inter-professional team working in a resuscitation department. Throughout this essay, I will adhere to confidentiality as stated in the Nursing Midwifery Councils Code (2008) and no identities regarding the patients or the trust shall be named. I acknowledge that some reference sources used in this assignment are dated, however they are still commonly cited in much up-to-date literature. The resuscitation room and the nurses role The resuscitation room is designed for the assessment and treatment of patients whose injury or illness is life-threatening (Etherington 2003). Anything can emerge with little warning (Walsh and Kent 2000) however, departments often receive prior warning of a patients arrival which allows the preparation of the resuscitation area and the team (Etherington 2003). All team members should be appropriately prepared to care for the patient in a systematic manner. AE nurses are vital components of the team (Hadfield-Law 2000) because they are usually among the first team members to meet patients and typically remain with them throughout their stay within the department (OMahoney 2005). A nurse with advanced life support (ALS) training is best placed to care for patients in the resuscitation room (Etherington 2003). This is where their training can be best utilized and this assists the inter-professional team to practice mutual working skills modelled on evidenced based protocols (DH 2005). Successful resuscitation depends on a number of factors, many of which can be influenced by AE nurses such as the environment and the equipment. Patient (2007) highlights various elements of AE nurses role in the preparation for patient arrival. This would include preparing the area, having equipment in ready and working order and having a team on stand by. These tasks underline the risk management strategies involved in maintaining a safe environment such as checking and cleaning everything on a regular basis (Etherington 2003), a practice which I observed is routinely carried between patient occupancy. The importance of carrying out such checks contributes to teams being prepared with equipment ready and working to treat patients safely. Once the patient has arrived, other roles and tasks the AE nurse might undertake include: maintaining a patients airway, patient assessment, taking vital observations, monitoring intravenous therapy, managing wound care, pain management, keeping rubbish clear to maintain a safe working environment, catheterisation, and communication and liaison between patients, relatives and the inter-professional team (Patient 2007, Etherington 2003). McCloskey et al., (1996) cited in Drach-Zahavy and Dagan (2002) describe this linking role of nursing as glue function as it is nurses who maintain the holistic overview of the care given to the patient by all members of the inter-professional team. From the literature (Patient 2007, Etherington 2003, McCloskey et al., 1996), it is evident that nurses working in the resuscitation area must be able to integrate with the inter-professional team and not only maintain the safety of the patient, but also everyone working in that environment. It is the nurses responsibility to manage the resuscitation room which incorporates preparing the environment and ensuring equipment is in working order. Investigation into the resuscitation room and the nurses role within that area has highlighted that nurses have many important management roles to carry out. For the purpose of this assignment, focus will be upon the nurse working as part of the inter-professional team, and the risk management strategies that take place to support that team. I had the opportunity to observe how inter-professional teams worked together to benefit the patient and ensure safety. Two examples of patients brought into the resuscitation department within the same week will now illustrate different team approaches to care management. Example 1 10:00 Saturday morning, the department receives a call from ambulance control warning that they have a patient with cardiac arrest on the way in approximately ten minutes. Immediately the lead nurse of the emergency department informs the two nurses managing the resuscitation department of the patient en route. The Nurses put a call out to the emergency inter-professional team to stand by and prepared the area by having the defibrillator in position, the oxygen mask ready and the adrenaline at hand. The emergency inter-professional team start flooding into the area and there is a mixture of bodies standing around in rubber gloves and aprons. The team consisted of three nurses, an anaesthetist, a physicians assistant, two junior medical students, two nursing students, a registrar, and a consultant equating 11 people. The ambulance crew arrived and they rushed the patient in promptly transferring her over from stretcher to trolley. The paramedic commenced a detailed handover to the team. The patient was a 69 year old woman who was found unconscious and not breathing at a holiday camp. The ambulance crew had been doing cardiac pulmonary resuscitation (CPR) for 45 minutes from scene to hospital. The patient was still not breathing. During the time of this handover, it was observed by the nurse that there was a short hesitancy between continuity of CPR. After the ambulance crew transferred the woman over to the trolley, no one took the lead of directing the team or continuing CPR. After this brief hesitancy a nurse took the lead by suggesting someone start CPR. Another nurse then stepped forward and commenced chest compressions whilst the anaesthetist placed a bag and mask over the patients airway. The team crowded around and the consultant stepped forward and started making orders loudly in relation to current advanced resuscitation guidelines. The defibrillator was attached and the team was advised by the nurse operating it to stand clear. Shocks were delivered without success. The team took it in turn to do chest compressions for fifteen minutes whilst other members gathered around obtaining intravenous access. The consultant then suggested that they stop. The team stood back and started to disperse out of the resuscitation room leaving the nurses to continue care and management of the patient and her family. The patient was disconnected from the defibrillator and a nurse cleaned the resuscitation area. Example 2 At 02:30 ambulance control report that they have a patient involved in a road traffic collision (RTC) on route due in approximately twenty minutes. The lead nurse informs the two nurses running the resuscitation area who then inform the inter-professional team to stand by. The resuscitation area is prepared and a team of seven including two nurses, a registrar, an anaesthetist, a physicians assistant, an orthopaedic doctor, and a nursing student await the patients arrival. The team pre-decided on who is to do what tasks. The ambulance crew arrive with the patient on a spinal board. The crew hand over the patient, a 42 year old male who was intoxicated with alcohol and overdosed on analgesics, had been involved in a high-speed police chase and sped off the road overturning his car and going through the windscreen. The patient had recently discovered that his wife was having an affair and this was the suspected cause of his actions. The police awaited outside the resuscitation department. The patient was semi conscious maintaining his own airway. The registrar took the medical lead advising calmly who to do what. The anaesthetist took the management of the airway, a nurse provided comfort and reassurance to the patient whist taking observations. Another nurse cut the patients clothes off him and covered him with sheets. The protocol used for patients involved in trauma is the Advanced Trauma Life Support (ATLS) system (American College of Surgeons 1997) which is a widely adopted management plan for trauma victims. Initial assessment consists of preparation, a primary survey, resuscitation, secondary survey and definitive care phase which is the ongoing management of trauma. Because the ATLS involves medical and nursing staff, they encourage inter-professional learning. This occurs when two or more professions learn with, from and about each other to improve collaboration and the quality of care (DH 2007). Most AE departments use the ATLS protocols (Etherington 2003) as this system of managing the severely injured has now become part of best practice (Royal College of Surgeons 2000). The registrar and the nurses all appeared highly familiar with ATLS protocol and a primary survey, secondary survey followed by definitive care phase was carried out systemically and smoothly. The team anticipated each others actions and care management resulted in the patient being able to maintain his own airway, breathing and circulation. Other team members that became involved in the care management of this patient included the radiographer, lab technicians and the police. The nurses liaised with all these people and acted as a mediator of communication between the team. This reinforces Drach-Zahavy and Dagans (2002) concept of glue function as it is nurses who maintain the holistic overview of the care given to the patient by all members of the inter-professional team. It is worth noting that these examples are comparatively different in relation to the time of day they occurred, the teams that attended, and the age and presentation of the patients. These factors will be taken into consideration during discussion of the two examples. Inter-professional team working Nurses are obliged to adhere to the NMC Code which in relation to team working, clearly states that nurses must work effectively as part of a team and respect the skills, expertise and contributions of colleagues (NMC 2008). The importance of inter-professional working has been emphasised in a succession of government white papers addressing care (Hewison 2004) which call for more team working, extended roles for professionals and the removal of hindrances to collaboration (DH 2000a/b, 2004, 2005). During a critical care emergency, effective teamwork, prioritising and speed of care delivery may mean the difference between life and death (Denton and Giddins 2009). National Patient Safety Agency (NPSA 2008) and National Institute for Health and Clinical Excellence (NICE 2007) agree that healthcare professionals are required to be able to respond appropriately in emergency situations. This entails an up-to-date knowledge of current evidence-based resuscitation guidelines (Resuscitation Council 2005, 2006) and the need for a team approach to care management of acutely ill individuals (Denton and Giddins 2009). An exploration of inter-professional team working in a resuscitation area will now follow, using the above examples to appraise the importance of inter-professional collaboration. Teams and team effectiveness will be discussed as this is essential in identifying the mechanisms of teamwork involved in patient management and safety (Salas, Rosen and King 2007). The DH (2005) recognise that outcomes of health care services are a product of teamwork and, the use of the word team is a broad spectrum term aimed to include all healthcare professionals working inter-professionally. Mohrman et al., (1995) definition includes individuals who work together to deliver services for which they are mutually accountable and, integrating with one another is included among the responsibilities of each member. Leathard (1994) depicts inter-professional practice to refer to people with distinct disciplinary training, working together making different yet complementary contributions to patient focused care. The philosophy of care in the local AE department incorporates these definitions stating; professionals aim to promote team spirit with support to each other and encourage relations with other disciplines (Trust AE nursing philosophy 2008). Salas, Rosen and King (2007) suggest effective teams have several unique characteristics including: a dynamic social interaction with significant interdependencies, a discrete lifespan, a distributed expertise, clearly assigned roles and responsibilities, and shared common values and beliefs (Wiles and Robinson 1994). These characteristics require goal directedness, communication and flexibility between members (Webster 2002). From these definitions, it is apparent that in healthcare a common and vital feature in teamwork is shared values and goals (Salas, Rosen and King 2007, Wiles and Robinson 1994). This serves as the teams focus point and appears to be at the pinnacle of what members strive towards. In example 1, shared values and goals are evident in the ALS protocols that the team followed. However, individuals roles were not clearly recognised and the team did not seem to be familiar with one-another. In example 2, the team again demonstrated shared values and goals by following agreed protocols (ATLS). This was further demonstrated in how the team interacted with each other and anticipated one-anothers actions. Pre-agreed tasks were organised by the team and they demonstrated mutual understanding of one-anothers roles. When members of trauma teams are given pre-assigned roles, they can perform a practice known as horizontal organisation which refers to the ability of performing several interventions simultaneously (Patient 2007 and Cole 2004). Taking on pre-agreed roles and responsibilities can influence patient outcomes, limiting resuscitation times and lowering mortality rates (Lomas and Goodall 1994). Salas, Rosen and King (2007) advise teams take time to develop a discipline of pre-brief where the team clarifies the goals, roles and performance strategies required. Example 2 demonstrates how, this preparation is proven to amplify performance levels when functioning under stressful conditions (Inzana et al., 1996 cited in Salas, Rosen and King 2007). A team approach in resuscitation has proved highly effective in reducing mortality rates (Walsh and Kent 2000). However, evidence suggests that human factors such as poor communication and lack of understanding of team members roles can breakdown team effectiveness leading to poor patient safety. (Xyrichis and Ream 2008, Atwal and Caldwell 2006). In relation to example 1, there were many team members present; nobody knew clearly who was who. To understand what makes an effective team, barriers inter-professional teams face and what can be done to overcome these obstacles shall be explored. Barriers to Inter-professional team working We have established that emergency care management involves many professionals each with their own discipline, knowledge and skills. Due to this diversity, professionals may have limited knowledge of each others roles and so undervalue the contribution of care delivered to patients, making inter-professional team working difficult (Spry 2006). Also, the way which individuals work together depends greatly on personalities and individual compatibility (Webster 2002). If personalities clash, this is a barrier to team effectiveness. In example 2, the team were familiar with one another and had evidently worked together in many trauma care situations as they seemed to trust and respect each other. This team were on their 3rd consecutive night shift working together therefore they had built a rapport with each other. Similarly in Cole and Crichtons (2006) study exploring the culture of a trauma team in relation to influencing human factors, many respondents described an amity and familiarity. They argued that teams work when people know their roles, have the required technical expertise and are knowledgeable about trauma. Cole and Crichton (2006) interviewed a consultant team leader who reports; you can have the most gruesome scenario where you have a new surgical SHO and a new anaesthetic SHO, no-one knows each other and its atrocious! Teams made up of individuals who are familiar with each other work with greater efficacy than teams composed of strangers (Guzzo and Dickson 1996 cited in Cole and Crichton 2006). This report illustrates the challenges that team unfamiliarity poses. In Cole and Crichtons (2006) study, focused ethnography was used to explore the culture of a trauma team in a teaching hospital. Many ethnographic studies focus on a distinct problem amongst a small group. This method is appropriate when focussing on the meanings of individuals customs and behaviours in the environment in which they are occurring (Savage 2000). Six periods of observation of trauma teams attending trauma calls was undertaken followed by 11 semi-structured interviews with purposively chosen key personnel. Their findings are based on the trauma teams working in one hospital; therefore this study is quite narrow. Cole and Crichton acknowledge that this method of study can be criticized for producing only one snapshot in time, potentially reducing its credibility. Taking these limitations into account, I believe their findings could be used to inform best practice where if the opportunity existed teams could be facilitated to practice working together. This would allow me mbers to become familiar with each others personalities and roles. Teams operating within an emergency medicine context face complex, dynamic and high-stress environments (Salas, Rosen and King 2007). However Denton and Giddins (2009) suggest staff in these areas become experienced in managing emergencies, know each others roles and have developed close team-working skills. Example 2 shows evidence to support this. Conversely, in example 1, the team seemed disjointed and nobody seemed to know each other. They assembled for the resuscitation but a lack of role perception hindered the teams ability to work effectively together. Research into inter-professional team working and resuscitation attempts is limited (Denton and Giddins 2009). However, a small study of cardiopulmonary resuscitation conducted in a trust hospital by Meerabeau and Page (1999) found that, although team members of a resuscitation attempt may have a common goal (to resuscitate the patient) and some of the attributes associated with effective teams, many features may not be present . These features encompass regular interaction and clear roles as their evidence concludes, CPR teams generally did not work together nor practice their skills together. These findings support Cole and Crichtons (2006) results and could be applicable to example 1 indicating that; although CPR teams trained specifically to react in CPR situations, factors such as regular interaction and clear roles influence team effectiveness. If integrated inter-professional working is to become a reality, it is fundamental that people have opportunities to work closely together to build up personal relationships and understand others roles (Hewison 2004). Professional education needs to play a vital part in supporting this (Webster 2002). The DH actively encouraged initiatives in the NHS and in higher education institutions to encourage greater role awareness amongst health professionals and support effective team working (DH 2007, 2004a, 2000b). This allows team members to devise precise expectations of their team mates actions and requirements during high-stress work episodes (Salas, Rosen and King 2007). This is a logical solution but like Salas, Rosen and King (2007) note, teams come together for a discrete lifespan and depend upon who is on duty and time of day. Consequently having opportunities for developing personal relationships and understanding each others roles becomes a challenge. A lack of specialist skills required to manage the care of critically ill patients is a potential barrier to delivering effective team care as this could escalate into inter-professional conflict. This is when nurses skills and doctors expectations of these skills differed (Tippins 2005). This barrier highlights the relevance of the ATLS training. Patient (2007) confirms that individuals who have undertaken the ATLS course claim they have gained an insight into each others roles and resultantly, can communicate with one another better (Hadfield-Law 1994). The number of staff available varies between departments and is influenced by time of day (Etherington 2003). Example 1 took place on a busy Saturday morning and the department was bustling with staff. The team that attended to the patient was large and appeared disorganised. There were 11 members to this team, 4 of which were students who were perhaps encouraged to attend and observe the situation. The team that attended the patient in example 2 was comparatively smaller and appeared more organised. In an article by Tippins (2005) exploring nurses experiences of managing critical illness in an AE department, one nurse describes how the nature of the experiences depended on the size and dynamics of a team: Because it was such a big trauma, there were so many people there, actually you feel its not managed very well because there were so many people. It was just a bit chaotic really. This example along with example 1 demonstrates that large numbers of people can make inter-professiona l working difficult. The ideal number of team members in a resuscitation team is uncertain (Patient 2007). Etherington (2003) reinforces that effective teamwork is possible with just 3 people present providing leadership, trust and collaboration are achieved. Relating back to example 2, leadership, trust and collaboration was evident. There was also a strong awareness of roles and task distribution as opposed to example 1 where the team appeared to gather in an unorganised fashion. These examples demonstrate that the size of a team does not reflect quality. It is influencing factors such as role perception, communication and good leadership that make an effective team. Within inter-professional teams individuals also need emotional intelligence to work effectively with colleagues and patients (Mc Callin and Bamford 2007). According to Goleman (1998), someone with high emotional intelligence is aware of emotions and how to regulate them and use this data to guide their thinking and actions (Faugier and Woolnough 2002). Self-awareness, social awareness and social skill are central to emotional intelligence. This is the heart of effective teamwork and influences excellence and job satisfaction (Mc Callin and Bamford 2007). The team in example 2 displayed emotional intelligence in their interactions amongst each other and the patient. For example, the registrar and the nurses constantly communicated with the patient recognising his distress. Team members also displayed horizontal organization demonstrating their awareness and anticipation of one anothers roles and task allocation. Breakdown in communication has been highlighted a root cause of serious incidents (National Patient Safety Agency 2006) and trauma resuscitations are especially vulnerable. Heavy workload and constantly changing staff can inhibit communication between team members and so affect adversely patient outcomes for example; medication errors or amputation of wrong limbs (Lynch and Cole 2006). Salas, Rosen and King (2007) highlight how communication often breaks down in the inherently stressful nature of responding to crises which can consequently result in clinical errors during decision making. Paradoxically, this is when communication needs to be at its finest (Haire 1998). Many examples of high-quality nursing practice in managing critically ill patients involve good communication skills between staff, patients and relatives (Tippins 2005). Good communication begins and ends with self (Dickensen-Hazard and Root 2000). This relates back to the concept of emotional intelligence and awareness where every person, particularly the leader, should have a clear picture of self, of what is valued and believed and how that blends with the organisation served. Overall, clear, precise and direct channels of communication need to be in place to enhance patient outcome, team functioning (Haire 1998), patient safety and quality care. Leadership The concept of inter-professional team working and the barriers that hinder team effectiveness has been discussed. Now an analysis on team leadership will follow. Leadership is defined as a particular form of selected behaviour that manages team activity and develops team and individual performance (Lynch and Cole 2006). There is a strong focus on leadership within the health service as a resource for delivering quality care and treatment. This is noted in the NHS plan (DH 2000b) which states: Delivering the plans radical change programme will require first class leaders at all levels of NHS. By having visible leaders at all levels contributes to setting high standards and amending errors efficiently. Consequently this contributes to maintaining a safe environment. A resuscitation team needs a visible leader who has the knowledge and communication skills to direct team members (Etherington 2003). In relation to example 1, there was no immediate visible leader who took the task of preparing the team. Only later did the consultant take the lead. As suggested earlier, resuscitation teams are effective when team members adopt specific, pre-agreed roles, which can be carried out simultaneously. The consultant was unable to prepare the team as he arrived only seconds prior to the patient. In the AE department, effective leadership is of prime importance due to the fast paced nature of the environment, which lends potential for staff to feel threatened by the perceived chaos. The leader needs to foster an environment where care delivery has some structure, and staff have guidance and security (Cook and Holt 2000). This role of team leader is pivotal for the effective functioning of the team (Cole and Crichton 2006). The consultant in example 1 and the registrar in example 2 were the identified team leaders. There are few recommendations made about the education necessary to become a team leader other than experience and seniority. The Royal College of Surgeons (2000) report that the team leader should be experienced in emergency management from either an emergency, intensive care or surgical specialty and have completed an ATLS course (Cole and Crichton 2006, American College of Surgeons 1997). From observation of leadership in the local resuscitation department, it appears that the most senior team member takes the lead. Etherington (2003) argues that many AE nurses perform the leader role as well as their medical colleagues. Meanwhile, Gilligan et al., (2005) argue that in many emergency departments AE nurses do not assume a lead role in advanced resuscitation. Their study investigated whether emergency nurses with previous ALS training provided good team leadership in a simulated cardiac arrest situation concluding that, ALS trained nurses performed equally as well as ALS trained emergency Senior House Officers (SHOs). This study was conducted at five emergency departments. All participants went through the same scenario. Participants included 20 ALS trained nurses, 19 ALS trained emergency SHOs, and 18 emergency SHOs without formal ALS training. The overall mean score for doctors without ALS training was 69.5%, compared with 72.3% for ALS trained doctors and 73.7% for ALS trained nurses. The evidence drawn from Gilligan et al., (2005) suggests it may be

Lamb: The Gospel According to Biff, Christ’s Childhood Pal Chapter 26

Chapter 26 You can travel the whole world, but there are always new things to learn. For instance, on the way to Capernaum I learned that if you hang a drunk guy over a camel and slosh him around for about four hours, then pretty much all the poisons will come out one end of him or the other. â€Å"Someone's going to have to wash that camel before we go into town,† said Andrew. We were traveling along the shore of the Sea of Galilee (which wasn't a sea at all). The moon was almost full and it reflected in the lake like a pool of quicksilver. It fell to Nathaniel to clean the camel because he was the official new guy. (Joshua hadn't really met Andrew, and Andrew hadn't really agreed to join us, so we couldn't count him as the official new guy yet.) Since Nathaniel did such a fine job on the camel, we let him clean up Joshua as well. Once he had the Messiah in the water Joshua came out of his stupor long enough to slur something like: â€Å"The foxes have their holes and birds have their nests, but the son of man has nowhere to lay his head.† â€Å"That's so sad,† said Nathaniel. â€Å"Yes, it is,† I said. â€Å"Dunk him again. He still has barf on his beard.† And so, cleansed and slung over a camel damply, Joshua did by moonlight come into Capernaum, where he would be welcomed as if it were his home. â€Å"Out!† screeched the old woman. â€Å"Out of the house, out of town, out of Galilee for all I care, you aren't staying here.† It was a beautiful dawn over the lake, the sky painted with yellow and orange, gentle waves lapped against the keels of Capernaum's fishing boats. The village was only a stone's throw away from the water, and golden sunlight reflected off the waves onto the black stone walls of the houses, making the light appear to dance to the calls of the gulls and songbirds. The houses were built together in two big clusters, sharing common walls, with entries from every which way, and none more than one story tall. There was a small main road through the village between the two clusters of homes. Along the way were a few merchant booths, a blacksmith's shop, and, on its own little square, a synagogue that looked as if it could contain far more worshipers than the three hundred residents of the village. But villages were thick along the shores of the lake, one running right into the next, and we guessed that perhaps the synagogue served a number of villages. There was no central square around the well as there was in most inland villages, because the people pulled their water from the lake or a spring nearby that bubbled clean chilly water into the air as high as two men. Andrew had deposited us at his brother Peter's house, and we had fallen asleep in the great room among the children only a few hours before Peter's mother-in-law awoke to chase us out of the house. Joshua was holding his head with both hands as if to keep it from falling off his neck. â€Å"I won't have freeloaders and scalawags in my house,† the old woman shouted as she threw my satchel out after us. â€Å"Ouch,† said Joshua, flinching from the noise. â€Å"We're in Capernaum, Josh,† I said. â€Å"A man named Andrew brought us here because his nephews stole our camels.† â€Å"You said Maggie was dying,† Joshua said. â€Å"Would you have left John if I'd told you that Maggie wanted to see you?† â€Å"No.† He smiled dreamily. â€Å"It was good to see Maggie.† Then the smile turned to a scowl. â€Å"Alive.† â€Å"John wouldn't listen, Joshua. You were in the desert all last month, you didn't see all of the soldiers, even scribes hiding in the crowd, writing down what John was saying. This was bound to happen.† â€Å"Then you should have warned John!† â€Å"I warned John! Every day I warned John. He didn't listen to reason any more than you would have.† â€Å"We have to go back to Judea. John's followers – â€Å" â€Å"Will become your followers. No more preparation, Josh.† Joshua nodded, looking at the ground in front of him. â€Å"It's time. Where are the others?† â€Å"I've sent Philip and Nathaniel to Sepphoris to sell the camels. Bartholomew is sleeping in the reeds with the dogs.† â€Å"We're going to need more disciples,† Joshua said. â€Å"We're broke, Josh. We're going to need disciples with jobs.† An hour later we stood on the shore near where Andrew and his brother were casting nets. Peter was taller and leaner than his brother, and he had a head of gray hair wilder than even John the Baptist's, while Andrew pushed his dark hair back and tied it with a cord so it stayed out of his face when he was in the water. They were both naked, which is how men fished the lake when they were close to the shore. I had mixed a headache remedy for Joshua out of tree bark, and I could tell it was working, but perhaps not quite enough. I pushed Joshua toward the shore. â€Å"I'm not ready for this. I feel terrible.† â€Å"Ask them.† â€Å"Andrew,† Joshua called. â€Å"Thank you for bringing us home with you. And you too, Peter.† â€Å"Did my mother-in-law toss you out?† asked Peter. He cast his net and waited for it to settle, then dove into the lake and gathered the net in his arms. There was one tiny fish inside. He reached in and pulled it out, then tossed it back into the lake. â€Å"Grow,† he said. â€Å"You know who I am?† said Joshua. â€Å"I've heard,† said Peter. â€Å"Andrew says you turned water into wine. And you cured the blind and the lame. He thinks that you are going to bring the kingdom.† â€Å"What do you think?† â€Å"I think my little brother is smarter than I am, so I believe what he says.† â€Å"Come with us. We're going to tell people of the kingdom. We need help.† â€Å"What can we do?† said Andrew. â€Å"We're only fishermen.† â€Å"Come with me and I'll make you fishers of men.† Andrew looked at his brother who was still standing in the water. Peter shrugged and shook his head. Andrew looked at me, shrugged, and shook his head. â€Å"They don't get it,† I said to Joshua. Thus, after Joshua had some food and a nap and explained what in the hell he meant by â€Å"fishers of men,† we became seven. â€Å"These guys are our partners,† Peter said, hurrying us along the shore. â€Å"They own the ships that Andrew and I work on. We can't go spread the good news unless they are in on it too.† We came to another small village and Peter pointed out two brothers who were fitting a new oarlock into the gunwale of a fishing boat. One was lean and angular, with jet-black hair and a beard trimmed into wicked points: James. The other was older, bigger, softer, with big shoulders and chest, but small hands and thin wrists, a fringe of brown hair shot with gray around a sunburned bald pate: John. â€Å"Just a suggestion,† Peter said to Joshua. â€Å"Don't say the fisher-of-men thing. It's going to be dark soon; you won't have time for the explanation if we want to make it home in time for supper.† â€Å"Yeah,† I said, â€Å"just tell them about the miracles, the kingdom, a little about your Holy Ghost thing, but stay easy on that until they agree to join up.† â€Å"I still don't get the Holy Ghost thing,† said Peter. â€Å"It's okay, we'll go over it tomorrow,† I said. As we moved down the shore toward the brothers, there was a rustling in some nearby bushes and three piles of rags moved into our path. â€Å"Have mercy on us, Rabbi,† said one of the piles. Lepers. (I need to say something right here: Joshua taught me about the power of love and all of that stuff, and I know that the Divine Spark in them is the same one that is in me, so I should have not let the presence of lepers bother me. I know that announcing them unclean under the Law was as unjust as the Brahmans shunning the Untouchables. I know that even now, having watched enough television, you probably wouldn't even refer to them as lepers so as to spare their feelings. You probably call them â€Å"parts-dropping-off challenged,† or something. I know all that. But that said, no matter how many healings I saw, lepers always gave me what we Hebrews call the willies. I never got over it.) â€Å"What is it you want?† Joshua asked them. â€Å"Help ease our suffering,† said a female-sounding pile. â€Å"I'll be over there looking at the water, Josh,† I said. â€Å"He'll probably need some help,† Peter said. â€Å"Come to me,† Joshua said to the lepers. They oozed on over. Joshua put his hands on the lepers and spoke to them very quietly. After a few minutes had passed, while Peter and I had seriously studied a frog that we noticed on the shore, I heard Joshua say, â€Å"Now go, and tell the priests that you are no longer unclean and should be allowed in the Temple. And tell them who sent you.† The lepers threw off their rags and praised Joshua as they backed away. They looked like perfectly normal people who just happened to be all wrapped up in tattered rags. By the time Peter and I got back to Joshua, James and John were already at his side. â€Å"I have touched those who they said were unclean,† Joshua said to the brothers. By Mosaic Law, Joshua would be unclean as well. James stepped forward and grabbed Joshua's forearm in the style of the Romans. â€Å"One of those men used to be our brother.† â€Å"Come with us,† I said, â€Å"and we will make you oarlock makers of men.† â€Å"What?† said Joshua. â€Å"That's what they were doing when we came up. Making an oarlock. Now you see how stupid that sounds?† â€Å"It's not the same.† And thus we did become nine. Philip and Nathaniel returned with enough money from the sale of the camels to feed the disciples and all of Peter's family as well, so Peter's screeching mother-in-law, who was named Esther, allowed us to stay, providing Bartholomew and the dogs slept outside. Capernaum became our base of operations and from there we would take one- or two-day trips, swinging through Galilee as Joshua preached and performed healings. The news of the coming of the kingdom spread through Galilee, and after only a few months, crowds began to gather to hear Joshua speak. We tried always to be back in Capernaum on the Sabbath so that Joshua could teach at the synagogue. It was that habit that first attracted the wrong sort of attention. A Roman soldier stopped Joshua as he was making the short walk to the synagogue on Sabbath morning. (No Jew was permitted to make a journey of more than a thousand steps from sundown Friday until sundown Saturday – all at once, that is. One way. You didn't have to add up your steps all day and just stop when you got to a thousand. There would have been Jews standing all over the place waiting for Saturday sundown if that were the case. It would have been awkward. Suddenly I'm thankful that the Pharisees never thought of that.) The Roman was no mere legionnaire, but a centurion, with the full crested helmet and eagle on his breastplate of a legion commander. He led a tall white horse that looked as if it had been bred for combat. He was old for a soldier, perhaps sixty, and his hair was completely white when he removed his helmet, but he looked strong and the wasp-waisted short sword at his waist looked dangerous. I didn't recognize him until he spoke to Joshua, in perfect, unaccented Aramaic. â€Å"Joshua of Nazareth,† the Roman said. â€Å"Do you remember me?† â€Å"Justus,† Joshua said. â€Å"From Sepphoris.† â€Å"Gaius Justus Gallicus,† said the soldier. â€Å"And I'm at Tiberius now, and no longer an under-commander. The Sixth Legion is mine. I need your help, Joshua bar Joseph of Nazareth.† â€Å"What can I do?† Joshua looked around. All of the disciples except Bartholomew and me had managed to sneak away when the Roman walked up. â€Å"I saw you make a dead man walk and talk. I've heard of the things you've done all over Galilee, the healings, the miracles. I have a servant who is sick. Tortured with palsy. He can barely breathe and I can't watch him suffer. I don't ask that you break your Sabbath by coming to Tiberius, but I believe you can heal him, even from here.† Justus dropped to his knee and kneeled in front of Joshua, something I never saw any Roman do to any Jew, before or since. â€Å"This man is my friend,† he said. Joshua touched the Roman's temple and I watched the fear drain out of the soldier's face as I had so many others. â€Å"You believe it to be, so be it,† said Joshua. â€Å"It's done. Stand up, Gaius Justus Gallicus.† The soldier smiled, then stood and looked Joshua in the eye. â€Å"I would have crucified your father to root out the killer of that soldier.† â€Å"I know,† said Joshua. â€Å"Thank you,† Justus said. The centurion put on his helmet and climbed on his horse. Then looked at me for the first time. â€Å"What happened to that pretty little heartbreaker you two were always with?† â€Å"Broke our hearts,† I said. Justus laughed. â€Å"Be careful, Joshua of Nazareth,† he said. He reined the horse around and rode away. â€Å"Go with God,† Joshua said. â€Å"Good, Josh, that's the way to show the Romans what's going to happen to them come the kingdom.† â€Å"Shut up, Biff.† â€Å"Oh, so you bluffed him. He's going to get home and his friend will still be messed up.† â€Å"Remember what I told you at the gates of Gaspar's monastery, Biff? That if someone knocked, I'd let them in?† â€Å"Ack! Parables. I hate parables.† Tiberius was only an hour's fast ride from Capernaum, so by morning word had come back from the garrison: Justus's servant had been healed. Before we had even finished our breakfast there were four Pharisees outside of Peter's house looking for Joshua. â€Å"You performed a healing on the Sabbath?† the oldest of them asked. He was white-bearded and wore his prayer shawl and phylacteries wrapped about his upper arms and forehead. (What a jamoke. Sure, we all had phylacteries, every man got them when he turned thirteen, but you pretended that they were lost after a few weeks, you didn't wear them. You might as well wear a sign that said: â€Å"Hi, I'm a pious geek.† The one he wore on his forehead was a little leather box, about the size of a fist, that held parchments inscribed with prayers and looked – well – as if someone had strapped a little leather box to his head. Need I say more?) â€Å"Nice phylacteries,† I said. The disciples laughed. Nathaniel made an excellent donkey braying noise. â€Å"You broke the Sabbath,† said the Pharisee. â€Å"I'm allowed,† said Josh. â€Å"I'm the Son of God.† â€Å"Oh fuck,† Philip said. â€Å"Way to ease them into the idea, Josh,† I said. The following Sabbath a man with a withered hand came to the synagogue while Joshua was preaching and after the sermon, while fifty Pharisees who had gathered at Capernaum just in case something like this happened looked on, Joshua told the man that his sins were forgiven, then healed the withered hand. Like vultures to carrion they came to Peter's house the next morning. â€Å"No one but God can forgive sins,† said the one they had elected as their speaker. â€Å"Really,† said Joshua. â€Å"So you can't forgive someone who sins against you?† â€Å"No one but God.† â€Å"I'll keep that in mind,† said Joshua. â€Å"Now unless you are here to hear the good news, go away.† And Joshua went into Peter's house and closed the door. The Pharisee shouted at the door, â€Å"You blaspheme, Joshua bar Joseph, you – â€Å" And I was standing there in front of him, and I know I shouldn't have done it, but I popped him. Not in the mouth or anything, but right in the phylacteries. The little leather box exploded with the impact and the strips of parchment slowly settled to the ground. I'd hit him so fast that I think he thought it was a supernatural event. A cry went up from the group behind him, protesting – shouting that I couldn't do such a thing, that I deserved stoning, scourging, et cetera, and my Buddhist tolerance just wore a little thin. So I popped him again. In the nose. This time he went down. Two of his pals caught him, and another one at the front of the crowd started to reach into his sash for something. I knew that they could quickly overrun me if they wanted to, but I didn't think they would. The cowards. I grabbed the man who was pulling the knife, twisted it away from him, shoved the iron blade between the stones of Peter's house and snapped it off, then handed the hilt back to him. â€Å"Go away,† I said to him, very softly. He went away, and all of his pals went with him. I went inside to see how Joshua and the others were getting along. â€Å"You know, Josh,† I said. â€Å"I think it's time to expand the ministry. You have a lot of followers here. Maybe we should go to the other side of the lake. Out of Galilee for a while.† â€Å"Preach to the gentiles?† Nathaniel asked. â€Å"He's right,† said Joshua. â€Å"Biff is right.† â€Å"So it shall be written,† I said. James and John only owned one ship that was large enough to hold all of us and Bartholomew's dogs, and it was anchored at Magdala, two hours' walk south of Capernaum, so we made the trip very early one morning to avoid being stopped in the villages on the way. Joshua had decided to take the good news to the gentiles, so we were going to go across the lake to the town of Gadarene in the state of Decapolis. They kept gentiles there. As we waited on the shore at Magdala, a crowd of women who had come to the lake to wash clothes gathered around Joshua and begged him to tell them of the kingdom. I noticed a young tax collector who was sitting nearby at his table in the shade of a reed umbrella. He was listening to Joshua, but I could also see his eyes following the behinds of the women. I sidled over. â€Å"He's amazing, isn't he?† I said. â€Å"Yes. Amazing,† said the tax collector. He was perhaps twenty, thin, with soft brown hair, a light beard, and light brown eyes. â€Å"What's your name, publican?† â€Å"Matthew,† he said. â€Å"Son of Alphaeus.† â€Å"No kidding, that's my father's name too. Look, Matthew, I assume you can read, write, things like that?† â€Å"Oh yes.† â€Å"You're not married, are you?† â€Å"No, I was betrothed, but before the wedding was to happen, her parents let her marry a rich widower.† â€Å"Sad. You're probably heartbroken. That's sad. You see those women? There's women like that all the time around Joshua. And here's the best part, he's celibate. He doesn't want any of them. He's just interested in saving mankind and bringing the kingdom of God to earth, which we all are, of course. But the women, well, I think you can see.† â€Å"That must be wonderful.† â€Å"Yeah, it's swell. We're going to Decapolis. Why don't you come with us?† â€Å"I couldn't. I've been entrusted to collect taxes for this whole coast.† â€Å"He's the Messiah, Matthew. The Messiah. Think of it. You, and the Messiah.† â€Å"I don't know.† â€Å"Women. The kingdom. You heard about him turning water into wine.† â€Å"I really have to – â€Å" â€Å"Have you ever tasted bacon, Matthew?† â€Å"Bacon? Isn't that from pigs? Unclean?† â€Å"Joshua's the Messiah, the Messiah says it's okay. It's the best thing you've ever eaten, Matthew. Women love it. We eat bacon every morning, with the women. Really.† â€Å"I'll need to finish up here,† Matthew said. â€Å"You do that. Here, I'd like you to mark something for me,† I looked over his shoulder at his ledger and pointed to a few names. â€Å"Meet us at the ship when you're ready, Matthew.† I went back over to the shore, where James and John had pulled the ship in close enough for us to wade out to. Joshua finished up blessing the women and sent them back to their laundry with a parable about stains. â€Å"Gentlemen,† I called. â€Å"Excuse me, James, John, you too Peter, Andrew. You will not need to worry about your taxes this season. They've been taken care of.† â€Å"What?† said Peter. â€Å"Where did you get the money – â€Å" I turned and waved toward Matthew, who was running toward the shore. â€Å"This good fellow is the publican Matthew. He's here to join us.† Matthew ran up beside me and stood grinning like an idiot while trying to catch his breath. â€Å"Hey,† he said, waving weakly to the disciples. â€Å"Welcome, Matthew,† Joshua said. â€Å"All are welcome in the kingdom.† Joshua shook his head, turned, and waded out to the ship. â€Å"He loves you, kid,† I said. â€Å"Loves you.† Thus we did become ten. Joshua fell asleep on a pile of nets with Peter's wide straw fishing hat over his face. Before I settled down to be rocked to sleep myself, I sent Philip to the back of the boat to explain the kingdom and the Holy Ghost to Matthew. (I figured that Philip's acumen with numbers might help out when talking to a tax collector.) The two sets of brothers sailed the ship, which was wide of beam and small of sail and very, very slow. About halfway across the lake I heard Peter say, â€Å"I don't like it. It looks like a tempest.† I sat bolt upright and looked at the sky, and indeed, there were black clouds coming over the hills to the east, low and fast, clawing at the trees with lightning as they passed. Before I had a chance to sit up, a wave broke over the shallow gunwale and soaked me to the core. â€Å"I don't like this, we should go back,† said Peter, as a curtain of rain whipped across us. â€Å"The ship's too full and the draft too shallow to weather a storm.† â€Å"Not good. Not good. Not good,† chanted Nathaniel. Bartholomew's dogs barked and howled at the wind. James and Andrew trimmed the sail and put the oars in the water. Peter moved to the stern to help John with the long steering oar. Another wave broke over the gunwale, washing away one of Bartholomew's disciples, a mangy terrier type. Water was mid-shin deep in the bottom of the boat. I grabbed a bucket and began bailing and signaled Philip to help, but he had succumbed to the most rapid case of seasickness I had ever even heard of and was retching over the side. Lightning struck the mast, turning everything a phosphorus white. The explosion was instant and left my ears ringing. One of Joshua's sandals floated by me in the bottom of the boat. â€Å"We're doomed!† wailed Bart. â€Å"Doomed!† Joshua pushed the fishing hat back on his head and looked at the chaos around him. â€Å"O ye of little faith,† he said. He waved his hand across the sky and the storm stopped. Just like that. Black clouds were sucked back over the hills, the water settled to a gentle swell, and the sun shone down bright and hot enough to raise steam off our clothes. I reached over the side and snatched the swimming doggy out of the waves. Joshua had laid back down with the hat over his face. â€Å"Is the new kid looking?† he whispered to me. â€Å"Yeah,† I said. â€Å"He impressed?† â€Å"His mouth is hanging open. He looks sort of stricken.† â€Å"Great. Wake me when we get there.† I woke him a little before we reached Gadarene because there was a huge madman waiting for us on the shore, foaming at the mouth, screaming, throwing rocks, and eating the occasional handful of dirt. â€Å"Hold up there, Peter,† I said. The sails were down again and we were rowing in. â€Å"I should wake the master,† said Peter. â€Å"No, it's okay, I have the stop-for-foaming-madmen authority.† Nevertheless, I kicked the Messiah gently. â€Å"Josh, you might want to take a look at this guy.† â€Å"Look, Peter,† said Andrew, pointing to the madman, â€Å"he has hair just like yours.† Joshua sat up, pushed back Peter's hat and glanced to the shore. â€Å"Onward,† he said. â€Å"You sure?† Rocks were starting to land in the boat. â€Å"Oh yeah,† said Joshua. â€Å"He's very large,† said Matthew, clarifying the already clear. â€Å"And mad,† said Nathaniel, not to be outdone in stating the obvious. â€Å"He is suffering,† said Joshua. â€Å"Onward.† A rock as big as my head thudded into the mast and bounced into the water. â€Å"I'll rip your legs off and kick you in the head as you crawl around bleeding to death,† said the madman. â€Å"Sure you don't want to swim in from here?† Peter said, dodging a rock. â€Å"Nice refreshing swim after a nap?† said James. Matthew stood up in the back of the boat and cleared his throat. â€Å"What is one tormented man compared to the calming of a storm? Were you all in the same boat I was?† â€Å"Onward,† Peter said, and onward we went, the big boat full of Joshua and Matthew and the eight faithless pieces of shit that were the rest of us. Joshua was out of the boat as soon as we hit the beach. He walked straight up to the madman, who looked as if he could crush the Messiah's head in one of his hands. Filthy rags hung in tatters on him and his teeth were broken and bleeding from eating dirt. His face contorted and bubbled as if there were great worms under the skin searching for an escape. His hair was wild and stuck out in a great grayish tangle, and it did sort of look like Peter's hair. â€Å"Have mercy on me,† said the madman. His voice buzzed in his throat like a chorus of locusts. I slid out of the boat and the others followed me quietly up behind Joshua. â€Å"What is your name, Demon?† Joshua asked. â€Å"What would you like it to be?† said the demon. â€Å"You know, I've always been partial to the name Harvey,† Joshua said. â€Å"Well, isn't that a coincidence?† said the demon. â€Å"My name just happens to be Harvey.† â€Å"You're just messing with me, aren't you?† said Josh. â€Å"Yeah, I am,† said the demon, busted. â€Å"My name is Legion, for there are a bunch of us in here.† â€Å"Out, Legion,† Joshua commanded. â€Å"Out of this big guy.† There was a herd of pigs nearby, doing piggy things. (I don't know what they were doing. I'm a Jew, what do I know from pigs, except that I like bacon?) A great green glow came out of Legion's mouth, whipped through the air like smoke, then came down on the heard of pigs like a cloud. In a second it was sucked into the pigs' nostrils and they began foaming and making locust noises. â€Å"Be gone,† said Joshua. With that the pigs all ran into the sea, sucked huge lungfuls of water, and after only a little kicking, drowned. Perhaps fifty dead pigs bobbed in the swell. â€Å"How can I thank you?† said the big foaming guy, who had stopped foaming, but was still big. â€Å"Tell the people of your land what has happened,† Joshua said. â€Å"Tell them the Son of God has come to bring them the good news of the Holy Ghost.† â€Å"Clean up a little before you tell them,† I said. And off he went, a lumbering monster, bigger even than our own Bartholomew, and smelling worse, which I hadn't thought possible. We sat down on the beach and were sharing some bread and wine when we heard the crowd approaching through the hills. â€Å"The good news travels quickly,† said Matthew, whose fresh-faced enthusiasm was starting to irritate me a little now. â€Å"Who killed our pigs?† The crowd was carrying rakes and pitchforks and scythes and they didn't look at all like they were there to receive the Gospel. â€Å"You fuckers!† â€Å"Kill them!† â€Å"In the boat,† said Josh. â€Å"O ye of little – † Matthew's comment was cut short by Bart grabbing him by the collar and dragging him down the beach to the boat. The brothers had already pushed off and were up to their chests in the water. They pulled themselves in and James and John helped set the oars as Peter and Andrew pulled us into the boat. We fished Bart's disciples out of the waves by the scruffs of their necks and set sail just as the rocks began to rain down on us. We all looked at Joshua. â€Å"What?† he said. â€Å"If they'd been Jews that pig thing would have gone over great. I'm new at gentiles.† There was a messenger waiting for us when we reached Magdala. Philip unrolled the scroll and read. â€Å"It's an invitation to come to dinner in Bethany during Passover week, Joshua. A ranking member of the Sanhedrin requests your presence at dinner at his home to discuss your wonderful ministry. It's signed Jakan bar Iban ish Nazareth.† Maggie's husband. The creep. I said, â€Å"Good first day, huh, Matthew?†

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International business management is a term that is used collectively to describe all commercial transactions which include; †¢ Private †¢ Governmental †¢ Sales †¢ Investments †¢ Transportation The above take place between two or more nations. It involves all business activities which partake in cross border activities of goods, services and resources between nations. Private

Essay on Mary Mackillop - 1628 Words

Mary MacKillop was born in Fitzroy, Melbourne on January the 15th 1842. She was the first child to Alexander MacKillop and Flora MacDonald. Mary was one child out of 8 and spent most of her childhood years looking after and acting like a second mother to her siblings. The MacKillop family were quite poor so at the young age of 14, Mary got herself a job as a governess and as teacher at a Portland school. All the money Mary earned went towards her families everyday living. While working as a governess, Mary met Father Julian Tension Woods. By the time Mary had reached the age of 15 she had decided that she wanted to be a nun. She also wanted to devote her life to the poor and less fortunate. So upon meeting Father Julian Tension Woods she†¦show more content†¦ Marys heart was already with god and conventional values were not going to keep her a way from the life he had chosen for her. (Mary MacKillop A tribute, 1995) Mary MacKillop was a true believer in god and wanted to follow him by doing good things for communities. She has a spiritual nature and an absolute faith in god. She was determined, compassionate, brave, honest, and had great courage. The holy work of god has to be attended to and if we are crushed and humbled to the very dust, as also laughing stocks to all who know us, we must be faithful and look for rest and peace only in heaven This quote was said by Mary and shows just how much she believes in god and looks up to god. She wanted to show people the great and wonderful things god can do for us. She wanted to become a nun to be a messenger from him and to send messages to those who needed help from god. Another quote said by her was: God is good to us. We should be grateful and prove our gratitude by ourShow MoreRelatedGender Inequality And Gender Equality1667 Words   |  7 Pagesand personality. This will produce a better world that will be similar to the Kingdom of God where everyone is equal. This will affect our world by valuing everyone as one, and not counting women as â€Å"less than†. Mary MacKillop was a Catholic author who worked towards this. Mary MacKillop once said â€Å"Never see a need without doing something about it† in 1871. This refers to gender equality by people seeing that women are being mistreated and not doing anything about it. Gender inequality is a veryRead MorePoverty And Poverty802 Words   |  4 Pagesthe poor â€Å"†¦has to be expressed in worldwide dimensions†¦Ã¢â‚¬  (pope john Paul the second), therefore our acts of charity and justice must extend beyond our own communities and national borders, â€Å"Never see a need without doing something about i t† (St Mary Mackillop). Ultimately the call to preferential love for the poor and venerable, stems from the reality that each of us is created in the image and likeness of god. We have inherent dignity and the right to life, and to those things necessary to live aRead MoreSt. Church Of The Catholic Archdiocese Of Melbourne1916 Words   |  8 PagesBishop James Alibis Goold in 1848, St Francis became Melbourne’s first Catholic cathedral. ‘It’s cathedral status ended when the nave of the partially built St Patrick’s Cathedral was opened for worship in the late 1860’s.’ (StFrancisMelbourne) St Mary Mackillop made her first communion at St Francis in 1850, this was also the year when Ned Kelly’s parents got married in the church. Today, St Francis is the busiest church in Australia, with over 10,000 visitors each week! St Francis church a brilliantRead MoreThe Church Into The Future Essay1948 Words   |  8 PagesThe morning was listening to a sister of St Joseph and her work with families affected by drugs. She outlined her devotion as a servant to people whose lives are traumatised due to drugs and how she models her life of service as her role model Mary MacKillop did. I must also mention how her message was in herald and it demonstrates once more how both models work well together. This moved the day into the main component. We were given a list of tasks that support our community. Some of the followingRead MoreLanguage And Politics Of Timor Leste Curriculum : Mother Tongue Based Multilingual Education Essay4284 Words   |  18 PagesMinistry of Education, Cristygusmao (President of National Education Commission and Goodwill Ambassador for Education), in cooperation with the Ministry of Education and a range of partner organizations, including CARE Timor†Leste, Child Fund, Mary MacKillo p Institute, Plan International, and the Alola Foundation took the initiative to begin designing MTB-MLE Policy. During a year of designing and completing the MTB-MLE Policy, they primarily launched MTB-MLE Pilot Program in February 2011. Within