Theories of Genes and Cancer

Theories of Genes and Cancer The Wind in the Trees In the late 1950s, Peter Nowell and David Hungerford, two pathologists from Philadelphia had found an unusual chromosomal pattern in chronic myelogenous leukemia (CML) cells. In CML cells, Novell found that one copy of chromosome 22 had its head lopped off. Novell called this abnormality the Philadelphia chromosome after the place of discovery. In 1973, a hematologist in Chicago named Janet Bowley followed this study, looking for the missing pieces of the Philadelphia chromosome. She found a pattern. The missing head of chromosome 22 had attached itself to the tip of chromosome 9. And a piece of chromosome 9 had attached itself to chromosome 22. This genetic event was called a translocation the transposition of two pieces of chromosomes. Bowley found this same translocation in the cells of every CML patient. Cancer was not disorganized chaos, but an organized chromosomal chaos resulting from specific, identical mutations. Chromosome translocation can create new genes called chimeras by fusing two genes formerly located on two different chromosomes. The CML translocation, Rowley postulated, had created such a chimera. *** In 1969, Alfred Knudson, a geneticist at MD Anderson Cancer Center in Texas, wanted to capture a pattern of inheritance of cancer by studying retinoblastoma, an hereditary eye cancer. Retinoblstoma has two distinct variants, an inherited familial form and a sporadic form. Children who suffer from the familial form may have strong family histories of the disease, and they typically develop tumors in both eyes. Children with the sporadic form never have a history in the family and always have a tumor in only one eye. By studying cohorts of children with the two types of cancers, Knudson discovered the cohorts developed cancers at different speeds. Inherited retinoblastoma cancer develops at early ages, typically between 2 to 6 months old. Sporadic retinoblastoma cancer develops at older ages, typically between ages 2 to 4 years old. Humans inherit two copies of every gene, one from each parent. Knudson postulated that both copies of the Retinoblastoma (Rb) gene needed to be inactivated through mutation to develop retinoblastoma. Some children inherit one mutated version and one normal version of the Rb gene. The inherited mutation is the first hit. These children are thus predisposed to the cancer, and only a single additional genetic mutation is needed for them to develop the cancer. So they develop cancer at earlier ages. Sporadic retinoblastoma develops at later ages because two independent mutations have to accumulate in the cell. Knudson called this the two-hit hypothesis of cancer. For certain cancer-causing genes, two mutational hits are needed to produce cancer. At first glance, Knudsons two-hit theory seemed at odds with the src gene, which only required one activated copy to cause cancer. The answer is because the two genes perform two different functions. The src gene creates a hyperactive kinase that provokes perpetual cell division to cause cancer, while the Rb gene performs the opposite function. It is a cancer suppressor gene, or an anti-oncogene. It requires two mutation hits to inactivate such a gene. A Risky Prediction Risky prediction is a process scientists used to validate untested theories. For instance, the return of Halleys comet in 1758 validated Newtons law of gravity. The first risky prediction involved Varmus and Bishops hypothesis on oncogenes. In the late 1970s, Varmus and Bishop had shown that the precursors of oncogenes, also called proto-oncogenes, already existed in all normal cells. They hypothesized that mutations in such proto-oncogenes caused cancer. To prove that they were right, we needed to the mutated versions of such proto-oncogenes inside the cancer cells. How does one find such a gene? The MIT cancer biologist Robert Weinberg had an idea. If he transfers a fragment of the DNA containing the activated oncogene from the cancer cell into normal cells, then the activated oncogene should induce the normal cells to divide and proliferate, producing a foci out of the normal cells in the petri dish. By repeating this process and dividing the DNA fragments into smaller and smaller fragments, he should be able to isolate the culprit. In the summer of 1979, a graduate student in Weinbergs lab named Chiaho Shih went through the experiment using mouse cancer cells. He verified that the method worked for mouse cancer cells. They then moved on to human cancer cells. Three years later in 1982, Weinberg isolated a gene called ras from human cancer cells. The mutated ras gene encoded a hyperactive protein permanently locked on. It was the long-sought native human oncogene, captured out of a cancer cell. Meanwhile, two other scientists, Mariano Barbacid, and Michael Wigler had also independently discovered the ras gene in 1982. The second risky prediction the hypothesis that retinoblastoma was caused by the mutation of two copies of Rb genes. Thad Dryja, an ophthalmologist and geneticist, suspected that the mutation responsible was likely a deletion of the gene. To prove the hypothesis, Dryja wanted to prove that the two copies of the Rb gene were deleted from the cancer cells. Week after week, Dryja extracted the chromosomes from his big collections of tumors and ran his probe set against the chromosomes. Eventually, he saw a blank space in his probes. A piece of DNA was missing in probe H3-8 of the tumor cells. Dryja took his probe to Steve Friend who had a collection of normal cells in Weinbergs lab. Friend applied the H3-8 probe to normal cells and isolated the gene on that location. Both copies of the Rb genes were indeed deleted from the cancer cells. The third risky prediction involved the hypothesis that activated oncogenes cause cancer. We already knew that (1) activated oncogenes were present in cancer cells, and (2) they could be isolated from the cancer cells. To prove causation, we have to prove that activated oncogenes can create cancer in an animal. In 1984, using transgenic mouse technology, Philip Leders team at Harvard created transgenic mice with an activated c-myc gene expressed in the breast cells. The mice developed small tumors in their breast late in life after pregnancy. To test the roles of environmental stimuli and other oncogenes, Leder created a second OncoMouse with ras and myc expressed in breast cells. The mice developed tiny distinct tumors in their breasts in months, pregnancy not required. Scientists had created real, living tumors in an animal. The Hallmarks of Cancer Philip Leders experiment showed that scientists had created real tumors by manipulating two genes, ras and myc, in an animal. But activating two potent proto-oncogenes did not create the full syndrome of cancer in every cell of the mouse. It raised further questions about the genesis of cancer. In 1988, using human specimens, a physician named Bert Vogelstein set out to describe the number of genetic changes required to start cancer. Vogelstein studied how normal cells progress to cancer cells in colon cancer. He found a consistent pattern in his colon cancer samples. The genetic progression of cancer was a multi-step process. The transitions in the stages of cancer mirrored the transitions in genetic changes. Cancer cells did not activate or inactivate at random. Instead, the shift from a pre-malignant state to an invasive cancer correlated with the activation and inactivation of genes in a strict and stereotypical sequence. Cancer cells are caused by mutations of genes in their DNA. Besides uncontrolled growth, cancer cells also can resist death signals, grow their own blood vessels, and metastasize throughout the body. In January 2000, Robert Weinberg and Douglas Hanahan wrote the seminal paper, The Hallmarks of Cancer that gave the six essential changes in cell physiology that collectively cause cancer: Self-sufficiency in growth signals gas pedal stuck on Insensitivity to growth-inhibitory signals- brakes dont work Evading of programmed cell death (apoptosis) wont die Limitless replicative potential uncontrolled growth Sustained angiogenesis having its own blood supply Tissue invasion and metastasis

Case Study of Mc Golden Arch Essay

Executive Summary This case study was about the Madison Hotel project in Memphis. After determining the case, there were lots of problems occurred during the processes which are over budgeting and delay opening because of the unplanned acquisition of facilities. The problems are occurred because the owner of project changed the concept of the restaurant, the land price was raised, the name of the building was belonging to the previous owner, refusing the loan from the back, and inaccurate and insufficient construction. After the root causes of the problems are discovered, there are many ways to solve and prevent the problem. There are three main ways to solve them. The first way is to improve the construction contract. The owner should invest the background of the construction company before signing the contract. Also, make a clear cut-contract to ensure that the constructors will finish the project on time. In case there is any fee from defaults or failures, the constructors have to respond for them. The second way is to consider the risk that involve with this project. The management team should be able to respond the unexpected risks that may occur immediately and they should have a second plan for more alternatives as well as reducing the period of working time. The last way is about planning process. The owner should have a plan which is covered all the part of the project and all responsibility of the project member for avoiding any complexity to prevent any pushing the responsibility off duties to other players. The more important of the project, the more efficient of the plan should be considered. If the plan is achieved, the hotel will be opened on time and the project owner will not have to pay for unnecessary processes. Also, the Madison Hotel will be the best boutique hotel in Memphis according to its fully service and facilities, and for special events, the hotel will have high occupancy rate from fully booking. On the other hand, if the plan is failed, the hotel will face with the same problems which are delay opening, over budgeting, complicated business plan, and failure to achieve the goal. The description of the case 1.1 Background of the case This case study focused on the creation of a 110-unit luxury boutique hotel in Memphis, Tennessee by four developers and the lessons they had learned during this complicated project. The individuals who identified in this project are – Walter Broadfoot: a veteran hotel owner and broker from Memphis – Tony Klok and Gene Kornota: they funded the majority of the equity for the project – Mohamad Hakimian: The long time general manager of Memphis’s most famous hotel who became involved in the project as a managing partner to shaping the renovation and character of the hotel Walter Broadfoot first eyed the Tennessee Trust Building as a possible hotel in Memphis because it was an ideal structure to convert to a hotel that is to say it already had a window and an identical floor plan from floors three though sixteen, a large ground floor lobby, a second-level mezzanine, a lower or basement level and the potential for a rooftop deck that would command a breathtaking view of the mighty Mississippi. But the Memphis lodging market had enough depth and there were a lot of complexities and extent of challenges faced him at the certain period of the time. Therefore, the project was abandoned right away at that time. The building was cost $250,000 and was selling by CNA Company, but CNA didn’t hold any legal right to it because it was in the name of previous owner. After the developer bought this building from CNA Company, they had to pay for this unplanned process which cost about $100,000 and took several months to be done. He encountered the owners who were either unwilling to sell or wanted to make a quick buck in order to make space for hotel’s food, beverage and banquet facilities. After many months of planning and meetings, the developers faced another exceedingly budgeting problem. By the time, the hotel was swelled to approximately $15 million which is 50 percent more than the estimated total project cost ($9.7 million). The developers site several major factors that drove up the original budget which are -the enhancement of the initial food and beverage concept: from limited in scope to full-service/upscale grill and bar – Inaccurate and insufficient construction cost budgets: by an unqualified general contractor – The expense for ensuring construction interest that they (new contractor) will be continued well beyond the time frame According to over budgeting, the entrepreneurs need to loan from the local bank but the local bank realized that this project hold too much risks, consequently, there weren’t any local banks interested in providing permanent financing for the project. Tony and Gene have to loan from the bank of Chicago base on banking relationship. The loan was about 50% of the project cost and the bank will continue to hold the title of the building as additional secured collateral. The business entity that was formed to own the hotel was a Tennessee limited liability corporation. Equity share is defined as the actual cash equity contributed by each partner while financial share represents the structure of the profit distributions after receives a return on their original cash equity. Equity shareFinancial share Investor#145%35% Investor#245%35% Investor#35%15% Investor#45%15% 1.2 The purpose of the case The purpose of this study was to understand the complexities involved in this project. Also, to create a new plan in order to prevent any unexpected situations or unfavorable conditions that may occur during the processes. To learn the previous obstructions and the lessons that already occurred to prevent current risks and problems that may exist as well as to think ahead and preclude complicated problems in the future. For improving and developing this boutique hotel to become the best European style boutique hotel in the Memphis, hopefully, in the Tennessee likewise. 1.3 The scope of the case This case study looks into the Madison hotel renovation which is located at Tennessee, United state by four entrepreneurs. It is all about the business planning process which is about how to start a hotel business starting from buying the properties along with finding the source of investment funds not including sale and marketing analysis, competitor analysis, or other irrelevant aspects. 1.4 The limitation of the case The case study involved with the financial incentives and tax free exchange provisions which were beyond our basic knowledge. Hence, this case study analysis will not refer to any financial topic which has no effect to analysis process.

It Strategy

B19 – IT Strategy Syllabus Start January 31, 2013 Ends April 25, 2013 Day and Time: Thursday 12-14 & 14-16 Instructors:Stefan Henningsson (sh. [email  protected] dk) Jonas Hedman (jh. [email  protected] dk) + guests Course Description This course uses the IVK Case Series to examine important issues in IT management through the eyes of Jim Barton, a talented business (i. e. , non-technical) manager who is thrust into the Chief Information Officer (CIO) role at a troubled financial services firm. The course follows Barton through challenges, mistakes, travails, and triumphs.We take this journey with him, commenting on and debating his choices and decisions. During his first year as CIO, Barton confronts issues related to skill and talent management; IT costs, budgets, value, and chargeback systems; priority setting and financial justification of IT investments; project management; runaway projects and underperforming vendors; security risks and crises; Web 2. 0 policies; com munications with other senior executives; vendor management; infrastructure standardization; support for innovation; and risk management. As Barton encounters these issues, we address them too, through associated readings.As we examine and critique both research and conventional management wisdom on these topics, we’ll derive a framework for managing IT as a business leader. Course Book The main text for this course is the book â€Å"Adventures of an IT Leader†, also called IVK after the company in the book. Adventures of an IT Leader Robert D. Austin, Richard L. Nolan, Shannon O’Donnell | Apr 21, 2009 Publisher: Harvard Business School Press (1 Mar 2009) ISBN-10: 142214660X ISBN-13: 978-1422146606 Among other places, the book is available from http://amzn. com/142214660X Obtaining Harvard Business School Publishing MaterialsSome of the readings in this course must be acquired online from Harvard Business School Publishing. You can access the site to download th ese materials here: https://cb. hbsp. harvard. edu/cbmp/access/17620259 At this site you will need to use a credit card to purchase copyrighted materials, which you will then download in PDFs and be able to print as is convenient. Please be sure to use this link, not the main HBSP website, so that you get the discount associated with the course. Course blog The course blog is the official source of information, where updates, session presentations, etc. ill be posted. http://www. itu. dk/courses/EB19/F2013/ Session 1: Introduction to the Case Method and the Course (Thursday, January 31, 12:00 to 12:00, ScrollBar) Reading (please read before class): â€Å"A Note on Case Learning,† HBS 899-105 (download/purchase from HBSP website) IVK 1 – The New CIO â€Å"Understanding Financial Statements† HBS 5238BC (download/purchase from HBSP website) Assignment Questions (think about and discuss with others before class): Consider the exhibits at the end of IVK-1; what do th ey tell you about the IVK Corporation’s business situation? Why has this company replaced its CEO?If you were Jim Barton, would you accept the CIO job offered by the new CEO? If he accepts, what should be his plan of action? What should he do first? Second? What would be your best single piece of advice to Barton if he decides to take the job? What should he watch out for? Where should he be careful? Session 2: Challenges Facing the New CIO (Thursday, February 7, 12:00 to 16:00, ScrollBar) *** IBM Guest Presentation *** Reading: IVK 2 – CIO Challenges IVK 3 – CIO Leadership IVK 4 – The Cost of IT Assignment Questions: How do you interpret the kid’s advice to Barton: â€Å"You need to know what you don’t know? †Davies predicts that Barton will be gone in a year; why does he say this? Do Maggie’s notes (exhibit at end of IVK-2) shed any light on Davies’ assertion? What should be Barton’s plan for reaching out to oth er CIOs and industry experts to gain expertise quickly about running an IT department? Whom should he talk to first? Do you agree with Ruben that IT is a â€Å"unique† business function, that it is different from other departments in the organization? What did Barton learn from his trip to the bookstore and subsequent night of studying? Session 3: The Value of IT (Thursday, February 14, 12:00 to 16:00, ScrollBar)Reading: IVK 5 – The Value of IT â€Å"Zara: IT for Fast Fashion† HBS 604-081 (download/purchase from HBSP website) â€Å"IT Doesn’t Matter† HBS 0306B (download/purchase from HBSP website) â€Å"Dog Eat Dog† http://online. wsj. com/public/article_print/SB117735476945179344. html â€Å"The IT Productivity Gap† http://ebusiness. mit. edu/erik/Optimize/pr_roi. html â€Å"Zara: IT for Fast Fashion† Assignment Questions: How would you advise Salgado to proceed on the issue of upgrading the POS terminals? Should he upgrade to a modern operating system? Should the POS applications be rewritten to include any additional functionality?If so, what functionality? What benefits does Inditex/Zara get from its IT infrastructure? How difficult would it be for a competitor to acquire these same benefits? IVK Assignment Questions: What is the â€Å"right† amount for a company to invest in IT? How should Jim Barton respond to the CEO when he asks: â€Å"What is the ‘right’ amount for IVK to spend on IT? ’ What is the purpose of a â€Å"chargeback† system for returning IT costs to business units? Why implement such a system? As we learn in IVK-4, at IVK business units control all of the IT budget; what do you think of this arrangement?Should Barton try to â€Å"pull back† some of the budget that is allocated to business units, to create his own discretionary budget? How does IT create or enable the creation of value within a company? How should we value IT capabilities requi red to keep us in business, but that do not differentiate us from competitors (so-called â€Å"qualifiers† in the discussion in IVK-5)? Session 4: Managing Projects (Thursday, February 21, 12:00 to 16:00, ScrollBar) Reading: IVK 6 – Project Management IVK 7 – The Runaway Project â€Å"Cisco Systems, Inc. : Implementing ERP† HBS 699-022 (download/purchase from HBSP website) Managing Project Uncertainty: From Variation to Chaos† by Arnoud De Meyer, Christoph H. Loch, and Michael T. Pich, MIT Sloan Management Review 42, 2, (Winter 2002); CBS Library Database: http://search. ebscohost. com/login. aspx? direct=true&db=bth&AN=5982685& amp;site=ehost-live&scope=site Cisco Systems Assignment Questions: Cisco was highly successful with its enterprise resource planning (ERP) effort. What accounts for this success? What were the most important things that Cisco did correctly? Did Cisco do anything wrong on this project? If so, what? Was Cisco smart or lucky wi th its ERP implementation?IVK Assignment Questions: Which side would you take in the debate between Henderson and Calder? What do you think of the approach that Davies seems to have used (judging from documents found by Barton) to managing uncertainty in projects? What should Barton do to get the IR initiative back on track? Should he fire NetiFects? How do you manage project problems you cannot anticipate? Session 5: Prioritization, Governance (Thursday, February 28, 12:00 to 16:00, ScrollBar) Reading: IVK 8 – IT Priorities IVK 9 – Governance â€Å"Volkswagen of America: Managing IT Priorities† HBS 605-003 (download/purchase from HBSP website)Volkswagen of America Assignment Questions: What is your assessment of the new process for managing priorities at Volkswagen? Are the criticisms justified? Is it an improvement over the old process? Who controls the budgets from which IT projects are funded at Volkswagen of America? Who should control these budgets? How sh ould Matulovic respond to his fellow executives who are calling to ask him for special treatment outside the new priority management system? IVK Assignment Questions: Should Barton try to take control of the entire IT budget? Should he ask for a percentage of the overall budget to be placed under his control?Or should he try to fix the committee structure put in place by Davies? What should Barton do about â€Å"managing Beckworth? † Managing Williams? Session 6: Crisis and Damage control (Thursday, March 7, 12:00 to 16:00, ScrollBar) IVK 10 – Crisis IVK 11 – Damage http://www. nytimes. com/2011/01/16/world/middleeast/16stuxnet. html Symantec Internet Security Threat Report: Executive Summary April 2010 http://eval. symantec. com/mktginfo/enterprise/white_papers/b-whitepaper_exec_summary_internet_security_threat_report_xv_04-2010. en-us. pdf Viruses and threats Questions: What type of malware is the Stuxnet, and how did it work?How did the Hydraq Trojan operate? Could it be a potential threat to IVK? IVK Assignment Questions: What is your assessment of how IVK handled the crisis during the event itself? Did they do a good job of crisis management? How would you recommend that Barton handle the analyst meeting? If you were on the team coming up with the strategy for the meeting, what guidelines would you suggest to Barton? Session 7: Communication (Thursday, March 14, 12:00 to 16:00, ScrollBar) *** Danske Bank Guest Presentation *** Reading: IVK 12 – Communication â€Å"The Lessons of ValuJet 592,† by William Langewiesch (March 1998) The Atlantic. ttp://www. theatlantic. com/issues/98mar/valujet1. htm â€Å"Ready to Acquire: IT resources for a growth-by-acquisition strategy†. To be distributed. IVK Assignment Questions: Which option for securing IVK in the aftermath of the attack would you choose? Would you recommend shutting the company down? If so, when? Do you agree with the CEO’s decision about what to disclo se about this possible hacker attack? How should Barton handle the CEO’s new tendency to offer him helpful but misinformed advice? How should Barton communicate with people outside the IT department to rebuild his and his department’s credibility?How frequently should he communicate with the CEO? With his peers? Should he rely on â€Å"The Doctrine of Completed Staff Work† as he formulates a communication strategy? Session 8: Emerging technologies and Sustainable IT (Thursday, March 21, 12:00 to 16:00, ScrollBar) Reading: IVK 13 – Emerging Technology â€Å"Three strategies for Green IT† by Hedman & Henningsson http://www. computer. org/portal/web/csdl/doi/10. 1109/MITP. 2010. 141 (see also course blog) â€Å"Organizational self-renewal: The role of IS in developing organizational eco-effectiveness† by Hedman, Henningsson & Selander. 2012. To be distributed in class. Green IT TBDIVK Assignment Questions: How would you respond to Bernie Rubenà ¢â‚¬â„¢s three questions concerning possible action on the blog issue? What technology can IVK use to improve business? March 28: Easter Break Session 9: Outsourcing, Infrastructure, and Vendor Partners (Thursday, April 4, 12:00 to 16:00, ScrollBar) Reading: IVK 14 – Vendor Partnering IVK 16 – Standardization and Innovation IVK Assignment Questions: Which vendor should IVK choose for the IR project? Which approach to an SLA? Service delivery model? How much technical expertise does a company like IVK need to keep in house if it plans to outsource much of it’s IT work?How can it retain expertise when most of the interesting work is being done by vendors? What information should a company like IVK ask for in a â€Å"Request for Proposal† (RFP) document? What questions should they ask a vendor to answer? Should the IR project implementation be â€Å"fixed price† or another sort of contract? Which approach should IVK take to infrastructure standardizat ion? Are IT standardization and innovation (or flexibility) in conflict in an organization like IVK? How do you interpret the kid’s story about the great man who went missing? Session 10: Managing Talent (Thursday, April 11, 12:00 to 16:00, ScrollBar) Reading:IVK 15 – Managing Talent â€Å"Bridging the Gap Between Stewards and Creators† (download/purchase from HBSP website) Online Streaming Video: â€Å"Panel Discussion: The Organizational Dilemma of Stewards and Creators† http://www. uwtv. org/programs/displayevent. aspx? rid=4858 Assignment Questions: What should Carter and Barton do about the Ivan Korsky situation? Should Barton seek a technological way of monitoring what his employees are doing? Why or why not? Should IVK have a management system for identifying its top value people assets? If so, how might such a system work? How would it interact with training and skills development?Should Barton reorganize the IT function so that the best talent is in a central â€Å"shared services† organization available to the entire organization (rather than just a particular business unit)? What are the pluses and minuses of such an arrangement? What might Barton be able to learn from the way jazz ensembles work about how to manage top notch IT talent? Session 11: IT Risk Management (Thursday, April 18, 12:00 to 16:00, ScrollBar) IVK 17 – Risk IVK 18 – Looking Forward â€Å"The Evolution of Security† http://www. acmqueue. org/modules. php? name=Content&pa=showpage&pid=478 â€Å"CareGroup† HBS 303-097 (download/purchase from HBSP website) The Myth of Secure Computing† HBS 0306J (download/purchase from HBSP website) IVK Assignment Questions: What do you think of CEO Williams’s explanation of his actions in the aftermath of the crisis described in IVK-10? How should a company like IVK approach its cost and risk tradeoffs? CareGroup Assignment Questions: What caused the network outage at CareGr oup? Consider the lessons learned that Halamka enumerates at the end of this case—are these the right lessons? Has he missed any? Session 12: Mini-project presentations (Thursday, April 25, 12:00 to 14:00, ScrollBar) ***Mini-project presentations ***

Family Violence Essay - 762 Words

RISK MARKERS FOR FAMILY VIOLENCE IN A FEDERALLY INCARCERATED POPULATION 1. What is the general in the particular with regards to abuse in this article? The article shows statistically that if you are male and have been a victim of violence or family violence you have a higher risk of becoming an abuser compared to someone who has not been victimized. And those family violence victims have a higher incidence of developing mental health issues and personality disorders, abuse drugs or alcohol, or have been abandoned as children. 2. What is the strange in the familiar? The article shows how witnessing or being victimized by violence as a child or adolescent changed the perception of these offenders thinking and patterns of†¦show more content†¦7. Who would you most likely speak out for (the offender or society)? I struggle with that decision as I can identify with both sides on one hand it is very sad that the offender had to witness or undergo abuse as a child which ultimately shaped them as adults. But on the other hand it is also horrible that society is at risk based on someone else’s poor choices therefore the cycle of violence continues. 8. Apply the structural-functional. social-conflict, and symbolic-interaction theory to this article using each paradigm perspective, describe the issues of offenders. For the structural functional aspect the issues of the offenders would be that they hurt another human therefore they have to pay the price in jail. The social –conflict issue would be poor self-esteem, been abused or witnessed abuse themselves, possible mental health issues related to the abuse, eg. personality disorders and narcissistic personalities traits. The symbolic-interaction issues would be that they were raised in an environment of abuse therefore it is a pattern of behavior they know and are comfortable with and believe it is the norm to behave this way. 9. Would this research be of greater interest to a sociologist favoring a structural-functional,Show MoreRelatedFamily Violence And The Family1082 Words   |  5 PagesFamily Violence The definition of family violence is when someone uses abusive behavior to control or harm a member of their family, or someone with whom they have an intimate relationship. Family violence includes a single act of violence, or a number of acts that form a pattern of abuse. Family violence can have serious-and sometimes fatal-consequences for victims and for those who see or hear the violence. So, in a family, each of family member should be an important role for others. 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