Why did the police in 1888 never catch Jack the Ripper free essay sample

In the autumn of 1888, an air of mystery and terror cloaked and surrounded the city of London. An unidentified murderer who had given himself the name Jack the Ripper was loose on the streets of the east end, killing and mutilating innocent women whilst the police seemed helpless, unable to catch the killer. But why was Jack the Ripper never caught? In this essay I will investigate the reasons why the infamous murderer was never caught, including how the press interfered, how the area itself prevented the police from finding out who Jack the Ripper was and argue that the main cause was the police themselves. Interference from the press is one example of how the police’s investigation was hindered, the Whitechapel murderers caused a massive amount of press coverage across the country, the police soon became suspicious and wary due to the idea of the articles alerting suspects of their lines of inquiry. We will write a custom essay sample on Why did the police in 1888 never catch Jack the Ripper or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Journalists would even go so far as to follow detectives, hoping for information to be revealed. Furthermore, they would make up false leads and suspects and publish them which would prevent the investigation from moving forward. As well is this, there is a theory that the famous ‘Dear Boss’ letter, said to be written by Jack the Ripper himself, was actually a hoax written by the press to generate more interest in the story. This would most definitely obstruct the police’s investigation and therefore would prevent Jack the Ripper from being caught. The press would have helped Jack the Ripper indirectly, with every new lead they published and suspect they claimed to be the murderer, the true Jack the Ripper’s identity would get further and further away from the police’s grasp. If the letter was genuine, there is evidence within the letter to suggest that Jack the Ripper was not actually a doctor, a lead which the police looked into thoroughly â€Å"I saved some of the proper red stuff in a ginger beer bottle over the last job to write with but it went thick like glue and I can’t use it. † Meaning the murderer did not even know about blood coagulation, this meant that the police may have wasted a lot of their time on a false lead. Not only did the press hinder the police investigation, but the actual area in which the murders took place could help Jack the Ripper get away from the police. Whitechapel at the time was practically a maze, especially at night; twists and turns with dark alleys, making escape from murder scenes much easier, Whitechapel wasn’t just hard to navigate through- the only source of light would be the occasional flickering lamp. Combine this with a dense fog and it would have been practically impossible, not just to catch Jack the Ripper at the scene of the crime, but to actually see him. â€Å"The sights and signs are an apocalypse of evil† This line was written by a reporter working for the Weekly Herald who visited Whitechapel at the time of the murders, he also described Whitechapel as â€Å"a network of narrow, dark, and crooked lanes, every one apparently containing some headquarters of infamy†. These quotes offer a view of Whitechapel that can help you to understand how Jack the Ripper could escape from crime scenes so easily as well as move around the area without being detected by the police. Furthermore, it would have been very difficult to get around the area quickly when there was a murder, there were no tram lines so they would have to get there by foot, this lessened the chance of them catching Jack the Ripper at the scene of the murder or where there had been sightings. The methods that Jack the Ripper used to kill his victims can also be seen as a reason to why he was never caught. His victims themselves seem to be completely random and opportunistic; this would have made sure that his next victim would remain a mystery. Jack the Ripper evidently knew what he was doing, this is shown in the way he cut their throats, in such a direction that the blood would not go onto his clothing, another reason why it looks as if Jack the Ripper had medical knowledge was because of how he removed his victim’s organs. There was no evidence that could be traced back to the murderer and there seemed to be no motive other than killing prostitutes, this meant that the victims would not be linked in any way to Jack the Ripper. With every victim Jack the Ripper killed, the violence escalated. What started with a simple cut across their throat ended with an extremely gruesome murder in which Mary Jane Kelly’s body was mutilated completely. This was the last canonical Ripper murder. One significant issue that contributed to the police’s inability to catch Jack the Ripper was the vast amount of witnesses providing contradictory details on suspects, on top of the actual amount of suspects themselves. According to casebook. org, over five hundred people have been seen as suspects by numerous theorists , despite the lack of evidence backing up the majority of them. Witnesses of the Whitechapel murders who claim to have seen Jack the Ripper gave such a diverse range of possibilities that it was impossible to create a single suspect profile. In addition to this, Jack the Ripper theorist, Nicole Ward, suggests that â€Å"The majority of the population of Whitechapel had issues with alcohol†, inferring that the witnesses were often unreliable, and therefore the few statements that have been obtainable are not necessarily accurate in their description. This hamper the police’s ability to catch Jack the Ripper . Throughout the police force in 1888 there was a lack of experience of this kind of killer. Even now, although the police have much better technology, serial killers can still be extremely hard to be caught, this is because of their motives, Jack the Ripper has been labelled by many experts as a hedonistic type of serial killer, meaning a serial killer who seeks thrill and who gets pleasure from killing. This means that they would not be able to predict who Jack the Ripper would target next because it is very unlikely he even knew his victims beforehand. In addition to this, there were not very many detectives that had been trained to carry out investigations on such a large scale, they needed to question thousands of witnesses and suspects, many of which were lying. Add this factor to how many leads the police had to follow and you can see how much work the police would have had to do. Also, the attitude towards the police from the public themselves was not a positive one. At the time, the police used force against those in Whitechapel so the majority of the residents were against the police and therefore were unhelpful. Another reason as to why the public did not cooperate as well as they could have was because of the lack of reward for information, you can understand why the police did this as they would not want to receive false information that would waste their time. Thus they relied on the public to provide information because they wanted to help them and not just so they would get a reward. Unfortunately, in 1888, the most advanced part of forensic science was analysing footprints which were situated at the scene of the crime. There was no blood or DNA analysis which definitely would have been significant with regards to one of the only physical pieces of evidence-the leather apron; this is a drastic difference to nowadays where it is possible to identify someone by a strand of hair. In addition to this, a large amount of the original evidence has been lost over the years despite the fact there wasn’t that much evidence to begin with, as Jack the Ripper left little evidence of his crimes. At the time, for the police to catch the criminal, they had to catch them in the act of doing a crime, get them to confess or have an accomplice report them. None of these things happened in this case, so because of how basic the police’s methods were, with very little technology to help them, it meant that they were very unlikely to catch Jack the Ripper in the first place, especially since it is very unlikely Jack the Ripper had an accomplice. Not only is the lack of forensic evidence a reason why the police were not able to catch Jack the Ripper but the police’s actual methods can also be blamed. The police’s lines of questioning were very narrow, only asking those who lived in the immediate area and excluding the fact that many residents of Whitechapel moved around and out of the area. They also only questioned certain groups of people because of the idea that the murderer must have medical or anatomical knowledge to murder the way in which they did. â€Å"No mere slaughterer of animals could have carried out this operation. It must have been from someone accustomed to the post-mortem room. † This quote from a coroner which talked to the Pall Mall Gazette about the Whitechapel murders was published on the 27th September 1888, it was a statement the police did not take into account and this was probably not the only statement they ignored. If they had paid attention to some of the witnesses it could have saved them a lot of time and might have helped them catch Jack the Ripper. In conclusion, there are many reasons as to why Jack the Ripper was never caught. One of these would be the press and how they interfered with the case. Another example would be how the area of Whitechapel assisted Jack the Ripper with his murders. What’s more, witness statements completely disagreed with each other and therefore prevented an accurate suspect profile from being created. There was a large quantity of people suspected to be Jack the Ripper. Additionally, the public’s negative attitude towards the police meant they would not be cooperative. Lack of technology, DNA and forensic analysis also hindered the investigation and meant they would only be able to catch Jack the Ripper if they caught him at the scene or he confessed. Individually each of these reasons can be seen as a case as to why the police never caught Jack the Ripper however it is only by looking at all of the reasons that we can get the bigger picture. The strongest argument why Jack the Ripper was never caught is the police’s methods and how they went about the case.

Paperboard Market Global Industry Analysis, Size, Share, Growth, Trends And Forecast, 2013 2019 Essays

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Impact of Leadership Development in Healthcare

Impact of Leadership Development in Healthcare A crucial factor dominating health organisations in NSW, Australia and the world has been identified as patient safety and quality of care. Literature indicates that in order to achieve these objectives, there is need for effective clinical leadership to occur. This essay will discuss and analyse the impact of leadership development, with a focus on transformational leadership and related matters, on both the individual and health care. To understand how and why leadership in health care emerged as a necessity to avoid failure in health care, it is important to consider the Garling Report (2008) and the Mid Staffordshire Report (2013), of which both provided a multitude of recommendations for NSW and British public hospitals, following an inquiry into their systems after a number of high profile incidents which brought into question patient safety and quality of care. Garling SC (2008) and Francis QC (2013) both identified that in order to overcome these endemic issues, it is necessary to make a widespread cultural change within the public hospital system and as part of that process, it is imperative to engage frontline clinicians in ongoing leadership education and training. Garling SC (2008) also indicated the need to reform and redesign traditional leadership models in order to improve the delivery of health care, which is increasingly reliant on effective clinical leadership at all levels. Focus should be on creating an inter-disciplinary team approach to patient care, which according to evidence, produces the greatest possible outcomes (Garling SC 2008). This aims to continuously provide the best level of patient-based care and patient safety. Having considered why effective leadership emerged as a necessity, it is important to review the concept of leadership. It is an interactive relationship between the leader and followers (Kouzes and Posner 2012). For a culture shift towards a patient based care model to occur, leaders must effectively define, communicate and guide the vision for the organisation in order to ensure engagement at all levels Frampton et al. (as cited in Cliff 2012, p381). Effective leadership is vital for inspiring, engaging and motivating others to achieve greatness. Govier and Nash (2009), highlight that is through having a shared vision that moves people towards achieving the necessary common goal of providing safe and high quality health care, that leadership can occur at all levels. Covey 2006 (as cited in Govier and Nash 2009), indicated that in order to increase the effectiveness of management, leadership needs to come first. This therefore indicates the need for management and frontline clinicians to work together to tackle the many challenges that exist within health care. Furthermore, this is indicated by Vaill 1996 (as cited in Govier and Nash 2009) who argued that there is always a need for management in order to effectively run everyday procedures, however successful handling of the constant changes and instability, begins with effective leadership. As Kouzes and Posner (2012) suggest, to achieve this success, effective leaders must employ their Five Practices of Exemplary Leadership, including; Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act and Encourage the Heart. This incorporates leading by example, inspiring others through shared desires, making changes through risk taking and challenging oneself, whilst promoting an environment where team work, mutual respect and trust is exercised and where successes are celebrated. Personal experience suggests that through the variety of courses and workshops now offered via NSW health, the necessary ongoing education in leadership is occurring. As Health Workforce Australia (2013, p.4) prominently state ‘capable leadership, governance, and management are cornerstones of successful efforts to improve the quality of lives and to achieve the maximum impact from health investments’. Having worked the past three years within a team leader role in Occupational Therapy, continuous education has enabled successful running of a strong, caring, hard-working, energetic team, whose primary focus is on patient care and safety. After all, these are the core values of Occupational Therapy practice. Literature supports the ongoing education of leaders, as Kouzes and Posner (2012) state, leadership is a skill set obtainable by anyone. This is also consistent with Health Workforce Australia (2013) who highlights in their LEADS framework, that in order for successful improvement to occur and endure the ever-changing health care system, specific knowledge and skills are required to become an effective leader. As Covey 2006 (as cited in Govier and Nash 2009) emphasised, by employing a solid foundation of core values, incorporating trust, contribution, dignity, empowerment and growth, the ability to react and adjust appropriately to these changes is possible. Garling SC (2012) emphasises that by creating individual clinical leaders throughout the health care system, patient safety and quality health care will be continuously achieved. It is through the reflection, ongoing development and improvement of one’s self, that enables this leadership to begin occur (Kousez and Posner 2012; Health Workforce Australia 2013). Health Workforce Australia (2013) have created a model which encompasses the concepts of the transformational leadership theory whereby, once self-awareness and personal development is achieved, individual leaders within the organisation are able to engage others by sharing values, communicating openly and honestly, supporting other team members in growing and developing to continue to strengthen as a department, team and organisation. From here, leaders will work closely with colleagues and patients to ascertain, guide and set achievable goals that realise the shared vision. They will continue to evaluate outcomes, cele brating successes along the way. An environment fostering the awareness and need for positive changes will be promoted and encouraged, this in turn will continue to inspire others to achieve positive outcomes and best possible care for patients. The results of a study by Wylie and Gallagher (2009) around transformational leadership behaviours in allied health professionals revealed that one of the most significant influences on self-reported leadership behaviours is that of leadership training. Those who received training within the leadership area were able to score a significantly higher aggregated transformational leadership score, compared with those allied health professionals who had not. These results correspond with the findings of Kouzes and Posner (as cited in Wylie and Gallagher 2009), found that transformational leadership and self-awareness are more evident those who received leadership training. To best rise to the challenge and meet the recommendations of both inquiries, there is the need for implementation of not only leadership, but more specifically transformational leadership. This because, although over time there have been many other leadership theories, they have generally concentrated on what an effective leader is, rather than how to effectively lead (Armandi et al. 2003). Transformational leadership embodies the principles that are able to combat the instability and constantly changing environment in hospitals. Research by Halter and Bass (as cited in Armandi et al. 2003, p. 1079) and Weberg (2010), indicated that when transformational leadership is implemented within the health care setting, there is a positive impact on staff retention, job satisfaction, loyalty, burnout rates and overall staff well-being. From experience, this positive impact results in safer, improved patient care. This is supported in the article by Govier and Nash (2009), who reported that in large organisations such hospitals, there are increased levels of pressure on frontline staff to produce quality work and outcomes. If this occurs, stress levels and reduced performance also occurs and this leads to the potential harm of those being cared for. If leaders empower frontline clinicians and place ownership of care in their hands, then health care can be transformed from the bottom up, rather than top down, therefore meeting the recommendation of Garling SC (2008). Having previously worked closely with a manager and mentor, who embodied transformational leadership principles, had open, honest communication, trust and respect for all staff, this enabled both personal and professional growth, as well as positive development as a clinician and leader. As the article by Rolfe (2011) indicates, transformational leadership is a cyclical process whereby leaders empower their followers, which in turn fosters the growth and development of these followers into leaders themselves. Having experienced this first hand, it is safe to say that this enabled better leadership of the inpatient Occupational Therapy team, empowering and inspiring them to achieve positive improvements in patient care. Stepping into a team leader role three years ago was an enormous challenge. After gaining insight into recent times and history of the Occupational Therapy department, it was clear that instability, uncertainty and low morale had taken over. There had been a multitude of changes both within the hospital and wider organisation as well as within the department itself. Facing the challenge head on was the only way to make significant improvements. By closely building relationships with the individual team members and gaining an understanding into their driving forces, trust and mutual respect began to emerge. Through the implementation of a weekly inpatient team meeting, a structured environment was created to facilitate open communication and allow the discussion of complex cases and individual issues together in order to increase knowledge and solve problems as a team. This further instilled a sense of trust and confidence by showing commitment to self and the organisation, demonstrating strong open, honest communication skills and being supportive with a mentorship approach, with the main purpose of ensuring best possible care for patients. As Kouzes and Posner (2012) state that when a relationship is built on mutual respect and confidence, the greatest of difficulties can be overcome and a lasting impact remains. This is supported in the article by Govier and Nash (2009), who emphasise the importance of being a proactive leader, by solving problems with a positive approach, rather than reporting problems whilst others resolve them. They go on to say that leadership is then seen as a choice rather than a position and will therefore be focussed on ensuring that things get done in a positive way, therefore enhancing patient care. Based on experience with clinical supervision with junior staff, the traits of transformational leadership are also carried out. Regular supervision sessions with staff have enabled growth within the leadership area as well. It has enabled ongoing education and knowledge to be imparted on staff through discussion of their practices on the ward, with attention to solving complex issues and cases. Through the method of asking reflective, open-ended questions, it has empowered the team to review their own values and performance, which has resulted in an increase in staff engagement and a stronger sense of purpose, as a direct result of a leader investing in them. Evidence supports this, for instance Porter-O’Grady and Malloch (as cited in Weberg 2010 p. 246), report that transformational leaders are not only inspiring, however also assist their staff or followers to solve problems by assisting them to be aware of issues and develop the necessary means to overcome their difficulti es. Transformational leadership looks at the relationship between the leader and followers and states that when followers are able to have input into a team or organisational vision, there is an increase in their sense of value and hence this relationship is improved (Rolfe 2011, p. 55). From personal experience as a trained Essentials of Care facilitator, this is accurate. The process involved being trained in working with frontline staff to make the necessary changes to improve patient-based care. Through working closely with multi-disciplinary staff to review their personal and professional values, a shared values statement emerged. It is through this shared value and vision, that staff became empowered to start making frontline changes to improve patient care. Daft (as cited in Rolfe 2011, p. 55) stated that when staff feel empowered and have a sense of purpose, then the workplace environment becomes more positive, with increased motivation and job satisfaction. This then has a direc t impact on quality of patient-based care. From personal experience, being the representative for Occupational Therapy on the hospital falls advisory committee has demonstrated such leadership characteristics as leading by example and being a role model for other members of the department. This committee focusses directly on patient care and is comprised of a multi-disciplinary team who guide and lead the hospital in falls prevention best practice. It is through teamwork and shared leadership and expertise that successes are generated (Ward as cited in Rolfe 2011, p. 56). In summary, it can be seen that in order to achieve and maintain best possible patient-based care and safety, leadership must be developed throughout all areas of health care, focussing on frontline clinicians. It is through ongoing investment in training and education in the field of leadership that this can be accomplished. Through learning and practicing transformational leadership, staff at all levels are empowered, motivated and inspired to provide the best possible care for patients. This in turn has a positive impact, which affects individual staff, teams and organisations within health care and as a result, the quality of patient care. REFERENCE LIST Armandi, B, Oppedisano, J, Sherman, H 2003, ‘Leadership theory and practice: a â€Å"case† in point’, Management Decision, vol. 41, pp. 1076-1088. Cliff, B 2012, ‘Patient-Centered Care: The role of healthcare leadership’, Journal of Healthcare Management Nov/Dec, p. 381-383. Garling SC, P 2008, Final Report of the special commission of inquiry: Acute care services in NSW public hospitals, Overview, prepared for State of NSW, through the special commission of inquiry, NSW. Govier, I Nash, S 2009, ‘Examining transformational approaches to effective leadership in healthcare settings’, Nursing Times, vol. 105, no. 18, viewed 29 March 2014, http://www.nursingtimes.net Health Workforce Australia 2013, Health LEADS Australia: the Australian health leadership framework, Health Workforce Australia, Adelaide, SA. Kouzes, JM Posner, BZ 2012, The leadership challenge: how to make extraordinary things happen in organisations, 5th edn, Jossey-Bass, San Fransisco, CA. Rolfe, P 2011, ‘Transformational Leadership Theory: What every leader needs to know’, Nurse Leader, April, p. 54-57, viewed 29 March 2014, http://www.nurseleader.com Weberg, D 2010, ‘Transformational leadership and staff retention: An evidence review with implications for healthcare systems’, Nursing Administration Quarterly, vol. 34, pp. 246-258. Wylie, DA Gallagher, HL 2009, ‘Transformational leadership behaviors in allied health professionals’, Journal of Allied Health, vol. 38, no. 2, pp. 65-73. Frances QC, R 2013, ‘Mid Staffordshire NHS Foundation Trust Public Inquiry Report: Executive Summary’, Crown, The Stationery Office Limited, UK.

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All students come across difficulties in their studies. In other words all students have weaknesses regarding certain study skills. These weaknesses have a negative effect on the students and may make the life of the student miserable by causing him or her to not succeed in a subject or his or her course. Knowing how to improve these skills will help the student to turn his or her weaknesses into strengths. Motivation is my most problematic and pressing weakness. The first time that I was aware of my weakness with motivation was in high school; I only got motivated to study when there was a little amount of time before the exam or the due date for an assignment. This weakness has affected me negatively and because of it I got low grades in my tests and assignments. This weakness also prevents me from being able to plan effectively. The reason I think I have a low motivation to study is because of the many distractions in my life, like video games. I enjoy playing them for long periods of time. I also watch shows and hang out with friends. However I think that the real actual reason why I am not motivated to study is that I am not interested in my studies, or, in other words I do not find the things they are teaching us interesting. My second weakness is a lack of focus. The first time that I became aware of this weakness was soon after I noticed my low motivation. I am only able to focus for a small amount time, for example if a class lasts for two hours I can only focus for one hour, or in other words, I can generally focus for only half the duration of a class. This weakness also has affected me negatively as I can’t understand some parts from the teacher’s speech about the topic so my... ...to do things. I should be aware of my time, the place it really goes to. Sometimes when I find it hard to fit in everything that I want to do and there are things that are more important than others. I should identify my priorities and set due dates for it. I should be precise and comprehensive when it comes to managing my time. I should prepare a detailed diary/planner. I should put plan notes in places that I would remember them easily. I should carry out my plans according to a schedule. I should think of things that will disrupt my plans. I should experiment with saving time or managing my time, so that I will know what works and save time for the things I priorities. I should check if I am sticking to my plan. If not, I should make some changes to my plan to make it more realistic, or think of what I can do to so that I will not mess up my plan (Cottrell: 2013)