Affected Business Ethics For Nike

Affected Business Ethics For Nike Globalisation is the process of transformation of regional phenomena into globalthorough communications (8). Due to globalisation organisations trade and communicate on an international level through integration. Causing the Flattering of the Globe (9) as said by T. L Friedman mentioning how the world is becoming a smaller place, people argue globalisation has affected people worldwide for the best and for the worst. Multi-national Corporations (MNCs) have been affected positively because they can operate in Less Economically Developed Country (LEDC) allowing them to cut costs resulting in a more prosperous profits. A MNC is an organisation that operates internationally in more than one country. The advantage of operating globally is firstly that the country accommodating the MNC benefits through job opportunities which will assist the economy and this can show a reduction of the gap between the MEDCs (More Economically Developed Country) and LEDCs. However MNCs can exploit the international workforce in LEDCs, because regulations in LEDCs differ from MEDCs so MNCs such as Nike use this to their advantage. Nike is a MNC that has been seen as operating in an unethical manner worldwide. So the ethical argument begins here towards the ethical considerations that MNCs face when operating in LEDCs around the world and how globalisation has actually affected Nikes business ethics. This essay will look at different aspects of ethics towards Nike and the reaction to globalisation. And whether Nike have helped or hindered LEDCs economies. The meaning of ethics is based around the difference of right and wrong as described by Aristotle in his doctrine of mean. There is no universal definition of ethics as Peter Singer proves by asking a simple question of why should I act morally? (5). It is impossible to have a fixed answer to the question because it is dependant on what an individuals perception of ethics is. Aristotelian ethics is termed by self realization (10) and explains how a person acts in accordance to their nature and realizes his full potential and also how nature does nothing in vain. So a person will be bad because of the un-natural upbringing. Naturally everyone is good, so for someone to be unethical it is the un-natural means that cause this. So relating to Nike and the individuals making the decisions, have they had an un-natural upbringing that has made them act unethically globally? Morally have they not developed or matured enough? As explained by Kohlberg and his analysis of the levels of moral development (1) (appendix A) Nike in LEDCs is in a situation where they are not forced to be ethical on how they should treat their workforce. With the workforce unaware of their rights and how they should be treated puts Nike in a predicament and questions Nikes business ethics due to globalisation. Globalisation can be seen as affecting Nikes ethics in a positive way for both company and employees in the LEDCs. Nike moving into a LEDC leads to employment opportunities, e.g. The Nike plant in China employees 4000 people meaning an extra 4000 employed in that country. Deontological ethics which is the Science of duty (7) meaning that some actions are obligatory regardless of the consequences would see this as ethical behaviour displayed by Nike globally. Nike are accomplishing their duty by contributing to their Corporate Social Responsibility (CSR) by providing jobs. Kantianism also follows deontological ethics and believes that consequences are irrelevant to how ethical someone is (1).Kantianism(1)argues the outcomes are irrelevant because someone can have bad intentions but can result in good consequences, this does not make the situation ethical due to unethical intentions. Regardless it has to be considered the argument can work both ways, intentions could be good but the ou tcomes could be bad which would be acceptable to Deontology/Kantianism. Nike is following their ethical duty according to Deontological ethics by providing employment in those LEDCs where employment is scarce and the economy is deprived. Another view to show that Nike is behaving ethically is if we look at it from a Hedonistic view point. Hedonism means the minimising of pain and maximizing of pleasure (11) and believes that the majority people pleased is the most ethical. Relating it to Nike, exploiting and making 4000 employees unhappy in the China plant is this better than making millions of customers unhappy because they cant deliver or deliver the product at a low price. So according to Hedonism ethics Nike is operating ethically because it is opting to please the majority and doing what it sees as the greater good (1). So in the point made above globalisation has affected Nikes business ethics in a positive way . To add to Hedonism there is Cyrenaic Hedonism(7)view point which looks at instant gratification rather than deferred gratification. (12) (Appendix B) This viewpoint looks at the short term affects or pleasing people only with the thinking of here and know and that tomorrow is another day and we should worry about that when it comes. A man hath no better thing under the sun, than to eat, and to drink, and to be merry You could say that Nike looks at its company way of life using this view point because of the way it is acting. It doesnt necessarily means that they are behaving unethically; it just means that they are only living for today which a lot of people do in general so you cannot hold it against a company for its way of life. However Nike is currently till this day polluting the environment, it may not of had a great impact yet but more than likely it will have a detrimental effect on them same employees and environment causing further problems with global warming in the long-term (13). There isnt a problem with Nike according to Cyrenaic Hedonism, but it is unethical behaviour because of the selfishness because they are not considering the future when it comes to it affecting other people because of their current actions. This leads to the Consequentialist view point of how Nike is behaving unethically because it is not thinking of the consequences of their actions. There is the point of how they are providing jobs for LEDCs but this does not mean they are helping LEDC. Nike is simply increasing the gap between the LEDCs and the MEDC in the long-term. So all the LEDCs are consumed in an evil cycle of global capitalism where the rich stay rich and the poor remain poor(3). Bringing us back to the argument of good and bad and we can link this to Consequentialist way of thought, where the most ethical path is not following intentions but what the consequences of their actions are. So if we were to see Nikes ethics from a Consequentialist point of view it would seem that they are not following business ethics due to globalisation because of the consequences of their actions being negative in the sense that the people in the LEDCs are working slave labour with no option but to take Nikes employment offer up(2). With the wages Nike provides to the workforce it is something that maintains them but not remove them from the poverty cycle. If they really w anted to follow business ethics globally they would pay wages that will actually benefit employees and that will make a difference to their economy. This could be associated with Utilitarianism point of view which is a type of Consequentialist theory. And it mainly focuses on once again the utility of the action and motives (1). As Bentham quoted as utilitarianism is the greatest good for the greatest number, this relates to the perception of Hedonistic views. So Utilitarianism and Hedonism do complement each other well hence creating Hedonistic Utilitarianism(14). The two individuals surrounding Hedonistic Utilitarianism are Bentham and Mills. Benthams view around Nikes business ethics is the greatest happiness for the greatest number, as previously mentioned, it is better to please millions of Nike customers at the cost of a few thousand employees be given pain. Mill however would argue it is the quality of the pleasure and pain that is crucial for Nike to be following business ethics globally. Mill would rather see millions of Nike customers unsatisfied with the Nike products than to see thousands of Nike employees going through slave labour. So Nike needs to not only consider the quantity of their business ethics but additionally the quality of their ethics. As Mill would say globalisation in Nikes scena rio has caused Nikes business ethics to be unethical because of the pain and frustration the Nike workforce is going through due to Nike not considering the consequences. However the argument could once again be perceived from a different angle, as i have stated previously about Hedonist views and how placing 4000 employees in suffering may be justifiable to some because of the pleasure the millions of customers may get when they have the ability to purchase the Nike product or purchase at a low price. In this moment in time Nike is attempting to display their business ethics globally due to a plummet in sales and profit. This was due to the bad media coverage Nike received about their poor wages, poor working conditions, Sweatshops, child labourthe list goes on. Conveniently their interest in CSR only increased when profits decreased(15+16). This according to Virtue Ethics school of thought is seen as unethical behaviour. Virtue ethics does not look at motives or consequences like Deontology and Consequentialist but rather it looks at the moral character of a person or in this situation the moral character of Nike. Virtue Ethics would label Nike for its attempt of having a new approach to CSR as ultimately unethical. Even if Nike is benefiting their employees worldwide, because of the sudden pull towards CSR to someone who thinks from a Virtue Ethics perspective, it doesnt matter, because they have still got a bad moral character and their approach towards CSR and ethics are for t he wrong reasons and are only there for their overall personal gains which is profits. However Consequentialist and Deontological views would not agree with the Virtue Ethics approach to ethical behaviour, Consequentialist main thought is the outcomes and deontology is the science of duty. In this essay i have mentioned different view points and how they would perceive MNCs such as Nike and judge it according to their beliefs as being ethical or unethical globally. The main schools of thoughts being Deontology, Consequentialist and Virtue Ethics. Nikes situation could be looked at with a non-cognitive attitude, meaning that the statements made cannot be determined whether they are right or wrong universally, and the answer is dependent on personal beliefs(Appendix) there is nothing either good or bad, but thinking makes it so'(17) Once again thought needs to surround the fact that one mans terrorist, is another mans savoir. The world is discouraging with Nikes operations but at the same time those same people may be supporting Nike by purchasing their products. This shows the world is a hypocrite so you cannot judge ethical behaviour especially globally because of the level of diversity. Even though there is an understanding of natural Law, which is like unwritten rules that have been passed from generation to generation and that go without saying. Overall I think that Nike is not helping the people of LEDCs regardless of the employment provided and the only reasons for them to operate abroad is to maximise their own benefits even if it means to ruin someones life and to keep them LEDCs poorly developed. The points made about Nikes unethical behaviour above can be argued depending on the ethical view point but in my opinion some of the acts carried out by Nike such as slave labour are seen as universally wrong and I am unable to understand how they have managed to justify it till this day. If Nike really wants promote CSR they should attempt to eliminate poverty by intervening in the poverty cycle for these LEDCs.

Storytelling and its contribution to organizational theory

The storytelling approach towards the knowledge sharing is explored in detail. The story telling can be used to elicit tacit knowledge and can be used to flow the knowledge about previous events in the organization and any other work related knowledge in an interesting and effective manner. Since emotions are attached to the stories, they narrate the much value to the listeners and the listeners tend to keep what they have heard. In this sense, organization memory is created by the anecdotes of the stories being told.The lessons learnt from the past experiences are label to the employees working now. It is also studied the negative stories have much impact on the listeners. The story telling has the potential to capture tacit knowledge and how it is done in the context of IBM is explained. Moreover, the story telling in the organizations can be enhanced by the use of IT tools like intranet, emails and other knowledge management systems which helps employees to create platform to shar e their stories and communicate the values of the organization.This values and the knowledge base of the organization helps to form the organization memory. Table of Contents Introduction Storytelling is one of the approaches towards knowledge capture and codification, the first phase of KM cycle. This is used to elicit tacit knowledge, towards creation of new knowledge and to organize the content in systematic manner. In knowledge capture phase, the distinction between the capture of existing knowledge and the creation of new knowledge has to be made. Mostly, only existing knowledge is set into the pattern, which only forms the explicit knowledge.There is huge pool of knowledge, which needs to be captured towards generating the new knowledge and that knowledge is mostly tacit in nature, which resides within the heads of knower. Every organization also has a memory. The embodiment of the organizational memory is the experience of its employees, tangible data and knowledge stores in the organization (Walsh and Unison, 1991). The value of knowledge is increased when it is transferred otherwise the uncultured knowledge is devalued and ignored with time. In today's fast-paced economy, an organization's knowledge base is quickly becoming its only sustainable competitive advantage.This competitive advantage is owned by utilizing the organizational knowledge, the individual skills, thoughts and ideas. So Tacit knowledge management is must to capture the experience and expertise of the individual in an organization and making it available to anyone who needs it. Once the tacit knowledge becomes explicit, it needs to be organized in a structured document that will enable multipurpose use. The KM tools help to create knowledge and then leverage it across multiple channels, including phone, email, discussion forums, Internet and any new channel that come online.Story telling is one of the best KM tools to capture tacit knowledge. Organizational story can be defined as pa st management actions, employee interactions or other key events that have occurred and that have been communicated informally (Swap et al, 2001). The stories provide a rich context making it interesting for the listeners and also remains in the conscious memory longer. Stories reinforce organizational learning and communicate common values. The core capabilities of an organization are built by critical skills of employees, management systems and organizational values.This capability can be transferred in formal and explicit way. However much knowledge articulacy knowledge with rich tacit dimensions is transferred internally through processes of colonization and initialization. Story telling is one such transfer mechanisms that can leverage the tacit knowledge of the organization. Literature Review The use of the stories and storytelling may provide a powerful practice as a part of efforts by individuals, groups or organizations to share what they know. It breaks away from the tradi tional means of communication and adds new dimension to the knowledge management tools.Deeding, in his article â€Å"Telling Tales† tries to convey hat the age-old practice of storytelling is an effective method to be used as knowledge management tools but the stories told should match the situation and conditions in the organization. Storyteller as a leader should influence the listeners and the story should have enough detail to be intelligible and credible. Different narrative patterns like Sparking Action, Communicating who you are, Transmitting value, Fostering collaboration and Taming the grapevine can be used.Snowman's article titled â€Å"The new simplicity-context, Narrative and Content† focuses on the need f knowledge management to go beyond the boundaries of using best practices into the realms of uncertainty. Since both the human behavior and system are complex, the cause and effect of the system and the interacting agents can't be separated; the contextual stimulation is needed to capture the knowledge. The decision making pattern is important. Narrative is emerging as one of the most exciting approaches to knowledge management.It involves going and finding a person to ask questions whenever faced with the new task or encounter a problem and get context-sensitive answers. In short, stories allow the communication of complex ideas in a simple, memorable form. Karakul Shaffer B Kali in his research on â€Å"Transfer knowledge Using Stories: A Malaysian University Case Study † attempts to explore the usage of knowledge-embedded stories in a Malaysian institute of higher learning and will consider the understanding of organization members concerning storytelling in the organization.It provides insights on the culture of storytelling as a method of knowledge transfer medium and explores the practicality of using stories in the organization and the employee's perception of the usage of stories to transfer knowledge. This case reveal s that story telling is regarded as an acceptable approach in knowledge transfer. Mostly gathering sessions in the university stimulated storytelling. The case also presented the factors that influence the KM storytelling.The factors are an extension of the existing knowledge transfer factors mentioned in literatures, which do influence KM storytelling. Walter Swap, Dorothy Leonard, Mimi Shields and Lisa Abram in their research â€Å"Using Mentoring and Storytelling to transfer knowledge in the Workplace† explains that the knowledge with rich tacit dimensions is transferred informally through processes of colonization and naturalization. They have focuses on two transfer mechanisms mentoring and storytelling.Most stories told informally in organizations are negative. Therefore managers interested in how knowledge accrues in the organization cannot ignore these important transmitters. Stories that dramatist or illustrate managerial systems, values, norms are more likely to be believed and acted upon than mere statements of policies and norms. Finally, the use of information technologies can enhance the story telling. The effect of verbal storytelling can be enhanced through the use of multimedia.Consistent with the elaboration effect, seeing and hearing the storyteller can add weight and detail to the story as can visual about the environment in which the story occurred. Story-telling-a technique to capture tacit knowledge In KM, the knowledge capture and creation may be done by the individuals who work for the organization or a group within that organization, by all members of a community of practice (COP), or by a dedicated COP individual.So the creation, capture and the codification of the information is done at the personal level while performing activities at Job. Within the firm, individuals share perceptions and Jointly interpret information events and experiences (Cohen and Leviathan, 1990) and at some point, knowledge acquisition extends beyond the individuals and is coded into corporate memory (Napkin, 1995; Spencer, 1996; Monika and Takeouts, 1995). Unless knowledge is embedded into corporate memory, the firm cannot leverage the knowledge held by individual members of the organization.Knowledge acquisition from individuals or groups can be characterized as the transfer and transformation of valuable expertise from a knowledge source (human expert, documents) to a knowledge repository (organizational memory, facts and rules). Explicit knowledge is already well described but we need to abstract and summarize this content. Tacit knowledge capturing needs various techniques of which story telling is the one. Stories involve the detailed narrative of management actions and decision-making styles, employee activities and interaction and other events within the division that are communicated informally within the organization.A story can be defined as telling of a happening or a connected series of happenings whether true or fi ctitious (Deeding, 2001). This involved the group interaction and collaboration for story telling. The SEC' model developed by Knock and Takeouts also supports that story telling or narratives can be used to bring out tacit knowledge. Fig 1 :SEC Model by Monika and Takeouts Here, colonization process is involve which emphasizes the tacit knowledge exchange through Joint activities such as gathering, spending time together, informal talks and living and working in the same environment rather than through written or verbal instructions.The process of transferring one's ideas or images directly to colleagues or subordinates means to share personal knowledge and create commonplace or Baa. During extrapolation process, an individual commits to the group and thus becomes one with the group. The individuals' intentions and ideas merge and become integrated with the group's mental world. This involves the expressing of ideas or images as communicable manner such as metaphors, analogies, eve nt description or narratives. A number of conditions must be in place, however, in order to ensure that storytelling in its various enacted forms creates value in a particular organization.Sole and Wilson (2002) argue that although all stories are narratives, not all narratives are good knowledge-sharing stories. As an example, they cite movies, which tell stories designed primarily to entertain and therefore need not necessarily be authentic-?or even believable. In contrast, in organizational storytelling, stories are often used to promote knowledge sharing, inform, and/or prompt a change in behavior, as well as communicate the organizational culture and create a sense of belonging.In order to achieve these organizational objectives, knowledge-sharing stories need to be authentic, believable, and compelling. Stories need to evoke some type of response, and, above all, they need to be concise Deeding, 2001), so that the moral of the story or the organizational lesson to be learned c an be easily understood, remembered, and acted upon. In other words, organizational stories should have an impact: they should prevent similar mistakes from being repeated, or they should promote organizational learning and adoption of best practices stemming from the collective organizational memory.Deeding (2001) describes the power of a springboard story, knowledge that has been captured in the form of a brief story that has the ability to create a strong impact on its audience. He outlines a number of key elements required to use stories to encapsulate valuable knowledge, such as: The explicit story should be relatively brief and detailed Just enough that the audience can understand it. The story must be intelligible to the specific audience so that they are â€Å"hooked.The story should be inherently interesting. The story should spring the listener to a new level of understanding. The story should have a happy ending. The story should embody the change message. The change mes sage should be implicit. The listeners should be encouraged to identify with the protagonist. The story should ell with a specific individual or organization. The protagonist should be prototypical of the organization's main business. Other things being equal, true is better than invented.One should test, test, and test again Story telling and KM processes involved in context of MM. IBM has leverage on the power of story telling at the daily work place to enhance the employees' performance. IBM has a four-stage storytelling approach. 1 . Anecdotal elicitation through interviews, observation and story circles 2. Anecdotal deconstruction to analyses cultural issues, ways of working, values, rules and beliefs to lied the story's key messages 3. Intervention / communication design with a story constructed or enhanced 4.Story deployment Story telling workshops can be run to elicit the knowledge and cultural values of an organization as well as both its best and inhibitors to sharing and identifies business issues. Values, rules and beliefs of organization were identified. Storytelling provides the platform to the employees to share experiences and build social capital and networks and most importantly it achieves agreement among the participants The knowledge management framework developed by Olivia and Lieder (2001 a) is based n the view of organizations as â€Å"knowledge systems†.According to this view, organization consists of four knowledge processes Creation Storage / Retrieval Transfer Application Here in case of MM, knowledge creation process takes place by the creation of anecdotes, which are captured as tacit knowledge, and they are stored in a repository and aligned with communities, processes and subject areas. This shows the knowledge storage process.Then the knowledge transfer takes place through support discussion forums (lunch and learn), databases, intellectual capital, management systems (training), document management systems, bulletin boa rds, inline chats, portals (community kick-off days) and intranets. Ultimately, the people who make communities do the knowledge application process. The effective communities have valuable stories. Practice of dedicated Story Telling Sessions The practice of dedicated story telling sessions in some organizations have proved the increased level of knowledge exchange among employees.For example, NASA, Deducted and Malaysian university have Km initiative in form of story telling sessions. The ITEMS (Information Services and Media Services) Department has its own storytelling sessions. There are two storytelling session ITEMS Sharing Session- It involves the staffs from whole ITEMS department and it is conducted once a week to share the stories on the problems encountered and the solutions. Toolbox Session-alt only involves the units in ITEMS department. It gathers the support unit employees to share their stories on the problems raised.They have one program to stimulate KM storytellin g called Buddy program. In Buddy program, two employees from different department are paired together to work as a single department. Junior staff is paired with senior academic acting as mentor. Conclusion Stories are powerful conveyors of meaning and tacit knowledge and been in use from ancient times. It helps to share knowledge with context and emotion. It triggers the listeners to respond with other stories building new understanding.Stories can capture and hold the attention increasing the likelihood of hearing and listening. Story telling is very valuable in story telling network. Any organization has a set of its memories embedded from the time of its inception. These memories are the skills and knowledge of its employees while in an organization over the years of operation. So, the organizational memory has its role on forming the knowledge base of the organization. Employees can use the organization memory to learn and improve the effectiveness of their work.Employee's know ledge can be stored and then information and knowledge can be shared by KM. Organizational memory is one of intangible assets of one organization; it stores past experiences and knowledge, supports organization strategy and improves organization effectiveness. Accordingly, it is important to establishment and development of organizational memory for KM. Organizational culture can be stored by story, and it is one of retention facilities of organizational memory.The idea, spirit, and culture of organizations can be passed down by storytelling. Through storytelling, organization members emotionally connect to their organization and then identify their organization. Storytelling can store organizational culture, convey experience and knowledge, and improve acquisition, retention, and maintenance of process of organizational memory management. Organization value and spirit can be conveyed effectively by storytelling.

Myths and Narratives: The Origin of the Humanities Essay

One thing I remember from when I was young, is Two little dicky birds sitting on a wall One called Peter, one called Paul, Fly away Peter, fly away Paul, Come back Peter, come back Paul. Two little caterpillars sitting on a leaf, One called Brian, one called Keith, Two little butterflies flying through the air One called Brenda, one called Blair. There actually is a distinction between reading a article and telling a story. Most mature individuals employed with young children will read publications and tales to the juvenile persons in their charge. Somehow, they appear to believe that it’s simpler – that the publication is a security bedding in case they overlook the story. But it is not – it’s a barrier. It inhibits the direct connection and communicate between bank clerk and listener – the most mighty device the storyteller has. Having enduring eye-contact with an assembly conceives a bond and togetherness and a engrossment on the article itself. If you have only ever read tales to young children, then trial telling a article and observe the difference. Storytelling is essential in a child’s development. We survive our survives through narrative and the quicker we can commence, the better. Storytelling opens higher channels of communication and rouses emotional, imaginative and linguistic development. It endorses participation and grows confidence and a sense of self-esteem. Storytelling encircles the juvenile with imaginative words, introduces unacquainted words in a narrative context, introduces narrative plan and sanctions youngsters to give voice to their have models in their have language. When they start to write, youngsters uncovered to storytelling will already, unconsciously, have the administers of plan and a advanced grasp of language. Working orally first will sanction them freedom from spelling and grammar. Children introduced to stories and stories read more basically and to a higher level. They will separate models, creations, plan and someone stories. Storytelling grows concentration and listening skills. Children can experience emotions through the safety of the story and can investigate worlds and instances into the open their have environment. Even the youngest juvenile has a story to tell. They are natural storytellers whether from experience, imagination or memory and commending them to tell their have and retell other stories endorses a sense of self-worth and esteem. Storytelling grows vitality of imagination. Through telling their have stories, youngsters learn to plan orally, to portion and listen to their peers and to exercise their have words with pride.

Optical Phenomena Rainbow

Optical Phenomena: Rainbow By far and large, the rainbow is one of nature’s most spectacular masterpieces and an excellent demonstration that sunlight is composed of a band of wavelengths each with a distinct color (Henderson, 2016). The rainbow appears as a bow or an arc-shaped spectrum of prismatic colors in the sky opposite the sun from the observer’s perspective, particularly after the rain. It is caused by both the refraction and reflection of the sun’s rays by rain droplets suspended in the atmosphere (Williams, 2013, p. 11-13). This aspect explains why rainbows are only visible when the sun is hanging low in the sky, usually late in the afternoon – in which case it will be to the east of the observer – or seen early in the morning – in which case it will be seen to the west of the observer. To view the rainbow, one need to face away from the sun and look above the ground into the region of the atmosphere covered with suspended water droplets after rain or with a light blanket of mist. In this part of the atmosphere, each suspended individual droplet of water acts as a tiny prism that not only refracts the light from the sun but also reflects it back to the eye of the observer. Therefore, as one sight into the sky, rays of light each concomitant with a particular color is perceived from the collection of the water droplets. This optical reflection results in a colorful circular arc of ROYGBIV (red, orange, yellow, green, blue, indigo, violet) across the sky (Henderson, 2016) (Image 1). Sometimes due to double reflections and refractions of light, a secondary rainbow, which is distinctly larger and paler than the primary rainbow with the colors reversed (VIBGYOR) appear within the original arc. It has so far been established that a rainbow is neither a ‘thing’ nor an ‘object’ and does not exist in any particular locale but is rather an ‘optical phenomenon’ that appears in the sky when sunlight and atmospheric conditions happen to be in the perspective of the observer. Thus, the prime condition for the spectacle to take place requires water droplets and sunlight. Because the suspended water droplets have different optical density than the surrounding atmosphere, it acts as a refractor of light. As the rays cross the air-water droplet interface, it decreases in speed upon entry into the water droplet, reflects, and then refracts (bends away) as it drives through and exits the drop (Henderson, 2016). During this process, the different colors of the white light bend and change to travel at speeds proportional to their characteristic wavelength – with red moving fastest and violet slowest. In other words, the visible light scatters into its constituent seven colors, bounces (reflects) out of the droplet and the rainbow is created. Because sunlight is made up of several wavelengths (or colors) of light, these wavelengths bend at different rates – with some bending more than the others when the lights enter a medium of different density from another. In the ROYGBIV spectrum, red – the longest wavelength – bends the least while violet – the shortest wavelength of the visible light – bends the most. Therefore, when the sunlight upon entering the water droplets exits, it is separated into its constituent wavelengths (colors) of the rainbow with Violet on the bottom and Red on top of the arc. Even though the rainbow appears on the ground as an arc, in the right conditions, and at greater heights, it is a complete circle (Henderson, 2016).