How Blue Lava Works

How Blue Lava Works Indonesias Kawah Ijen volcano has gained internet fame for Paris-based photographer  Olivier Grunewalds photographs of its stunning electric blue lava. However, the blue glow doesnt actually come from lava and the phenomenon isnt restricted to that volcano. Heres a look at the chemical composition of the blue stuff and where you can go to see it. What Is Blue Lava? The lava that flows from the Kawah Ijen volcano on the island of Java is the usual glowing red color of molten rock flowing from any volcano. The flowing electric blue color arises from the combustion of sulfur-rich gases. Hot, pressurized gases push through cracks in the volcano wall, burning as they come into contact with air. As they burn, sulfur condenses into a liquid, which flows downward. Its still burning, so it looks like blue lava. Because the gases are pressurized, the blue flames shoot up to 5 meters in the air. Because sulfur has a relatively low melting point of  Ã‚  239 °F (115 °C), it can flow for some distance before solidifying into the familiar yellow form of the element. Although the phenomenon occurs all the time, the blue flames are most visible at night. If you view the volcano during the day, it wouldnt appear unusual. Unusual Colors of Sulfur Sulfur is an interesting non-metal that displays different colors, depending on its state of matter. Sulfur burns with a blue flame. The solid is yellow. Liquid sulfur is blood red (resembling lava). Because of its low melting point and availability, you can burn sulfur in a flame and see this for yourself. When it cools, elemental sulfur forms a polymer or plastic or monoclinic crystals (depending on conditions), that spontaneously change into rhombic crystals. Make Plastic SulfurMake Sulfur Crystals Where To View Blue Lava The Kawah Ijen volcano releases unusually high levels of sulfuric gases, so its probably the best place to view the phenomenon. It is a 2-hour hike to the rim of the volcano, followed by a 45-minute hike down to the caldera. If you travel to Indonesia to see it, you should bring a gas mask to protect yourself from the fumes, which may be harmful to your health. Workers who collect and sell the sulfur typically do not wear protection, so you can leave your mask for them when you leave. Although the Kawah volcano is most readily accessible, other volcanoes in the Ijen may also produce the effect. Although it is less spectacular at other volcanoes in the world, if you view the base of any eruption at night, you may see the blue fire. Another volcanic location known for the blue fire is Yellowstone National Park. Forest fires have been known to melt and burn sulfur, causing it to flow as burning blue rivers in the park. Traces of these flows appear as black lines. Molten sulfur may be found around many volcanic fumaroles. If the temperature is high enough, the sulfur will burn. Although most fumaroles arent open to the public during the night (for fairly obvious safety reasons), if you live in a volcanic region, it might be worth watching and waiting for sunset to see if there is blue fire or blue lava. Fun Project To Try If you dont have sulfur but want to make a glowing blue eruption, grab some tonic water, Mentos candies, and a black light and make a glowing Mentos volcano.

Federalism Coursework Example | Topics and Well Written Essays - 250 words

Federalism - Coursework Example Although federalism has the virtue of retaining local pride, power and traditions, it allows the central government to handle common problems as provided in the Tenth Amendment (Dye, 2010). The American federalism shapes the public policymaking by providing distinct role for the state and central government. However, policymaking is a complicated exercise that requires engagements, debates, deliberations and actions to pass laws and develop programs to address the needs at hand (Samuels,  2003). During a crisis, both the federal and state government acts in accordance with the given rules. However, the American constitution is ambiguous in detail the specific duties of the state government and emphasizes the role of the central government that surpasses its enumerated powers. Therefore, the federal and state policy makers should understand that each state has its constitutional limits that demand a direct intervention of the federal government. In short, the state government has the priority to implement policies to control a state crisis (Dye, 2010). Nonetheless, the federal government can make policies that assist the state to manage a crisis if the situation gets out-of-hand in terms of the geographical area or financial

History of the tatto culture in New York city Essay

History of the tatto culture in New York city - Essay Example Tattooing culture was re- introduced in the Western world in the sixteenth century with Anglo- Saxons kings of England getting tattooed. Since then, the culture of tattooing has been gaining prominence gradually across the world. Presently, it is normal to find people with a tattoo in virtually all parts of the world including those countries that are considered too religious and conservative. In fact, since the 1990s, tattoos have been considered as one of the major parts of Western and indeed global fashion, that cuts across gender, age, and economic classes (Gilbert 6-7). This discussion will focus on the history of the tattoo with specific reference to New York City (NYC), United States. Before discussing the history of tattoo in NYC, it is important to understand what tattoo means. A tattoo refers to a design, which is carved permanently into the skin through the insertion of indelible ink into the skin’s dermis layer in order to change the pigment. On humans, tattoos are a type of modification to the body while on animals they are mostly used for identification purposes. The word tattoo came from the term ‘tatua’, which a Tahitian word is meaning to mark (Rainer 11). In recent times, the tattoo has gained social acceptance and is very popular in the US. It is estimated that, in 2010, about 38% of the US’ Generation Y had tattoos. The culture of tattooing in the US dominantly took root in the 1800s. This art was sparked by the immigrants around this time.

Scepticism around the two articals of Drs Woo Hwang and Shin Moon Essay

Scepticism around the two articals of Drs Woo Hwang and Shin Moon about stem cell - Essay Example This raised further problems concerning human cloning, as the embryos created would contain the same genetic material as the host, creating a clone. As the scientific and ethical debate continued, extensive research was still being made, leading to the breakthrough, and later discredited research of Woo Hwang and Shin Moon. In two papers, entitled "Evidence of a Pluripotent Human Embryonic Stem Cell Line Derived from a Cloned Blastocyst" published in the journal Science on 12 March, 2004 and "Patient-Specific Embryonic Stem Cells Derived from Human SCNT Blastocysts" published in Science on 17 June, 2005, Woo Hwang and Shin Moon as primary researchers claimed that they managed to create human embryonic stem cells from a cloned embryo. ... Theoretically, as the researchers state, the cytoplasm of the oocyte would deactivate certain genes concerned with somatic functions and would activate the embryonic genes located within the nucleus concerned with proliferation and differentiation. They continue to explain one of the basic principles in stem cell research, as the inner cell mass is removed from the blastocyst, forming a specific stem cell line, that will be used either for research to or to treat a wide spectra of diseases like type I diabetes, osteoarthritis, Parkinson's disease, burn injuries as well as a variety of cardiovascular diseases, and possibly most important of all, an effective and safe transplantation and replacement therapy, as rejection would be non-existent by the host who has the same genetic material as the imported cells (Hwang et al, 2004). Before beginning the experiments, the researchers asked and received an approval to perform the experiments by the Institutional Review Board on Human Subject s Research and Ethics Committees from Hanyang University Hospital in Seoul, South Korea. In the experiment, they used metaphase II 242 oocytes taken from consented volunteers, and after the oocyte DNA, the scientists performed a test by imaging the cells after using a fluorescent dye in order to determine that the DNA was removed from the oocytes before performing SCNT. It should also be mentioned that at the time when the experiments were performed, an effective SCNT protocol for use on human oocytes did not exist, so the researchers had to modify several step of the procedure, including reprogramming time, or the amount of time necessary for the

Fitness Business Analysis

Fitness Business Analysis INTRODUCTION The aim of the report is to analyse the position of Fitness Express, a business consisting fourteen fitness clubs and recommend Steve Taylor and Dave Courteen on how they can improve the business over the next five years. To achieve this, an analysis of both the external and internal environment of the business will be considered. A study of the external environment will be done with the help of the Porters five forces analysis followed by a life cycle study leading to a PESTEL analysis. This will be followed by a SWOT analysis to study the internal environment of the business. Thus by analyzing the external influences and the strengths and weaknesses of the business, a conclusion will be drawn on the development options of the business. NATURE OF THE BUSINESS Position to date: Fitness Express was founded by Dave Courteen and Steve Taylor in 1987. The business constituted 14 fitness clubs as of January 2000. By then over 190 staff were employed. The partnership of Dave and Steve had matured into a highly professional business in the last 13 years providing first class systems for the customers. Mission: The mission of Fitness Express was to bring excellence, a passion for health fitness, and professionalism to the fitness industry. A fitness club is where the customers come to feel good, have fun and keep fit at the same time. Fitness Express ran on this philosophy. Short Term Objective: The business was projected to turnover in excess of  £2million that year. Long Term Objective: They intended to develop a winning service formula and to create first class systems and routines to bear their offering. Key personnel: The business was run by Dave Courteen and his partner Steve Taylor. They had employed over 190 staff. STRATEGY Fitness Express was born in June 1987. From the beginning it was evident that the skills of the partners complemented each other. Dave was the negotiator and Steve was the man-manager. Dave enjoyed building the business; Steve was good at the operational side. Staff were hired on the basis of their personality rather than on their fitness. Dave and Steve paid great attention to the personal development and training their staff. The policy of Fitness Express was EXCELLENT CUSTOMER SERVICE, which required friendly and approachable staff. Gym users were frequently spoken to. In order to maintain a friendly environment they greeted their customers by their first names. The partners also realized that there was enthusiasm amongst the under-represented part of the population who were over 40s and 50s de-conditioned segment. This saw them place an emphasis on developing the club as a place to come and socialise. Four years into the business, Dave and Steve realized that they should expand their business. As they had no funds to build new health centres in different venues, they began to offer consulting services to independent hoteliers like Best Western Hotels. They also had an opportunity to work with Thomas Cook on their  £4milloin staff leisure facility which secured them the contract to run Legal and Generals facility in Tadworth, Surrey. DEVELOPMENT OPTIONS 1. Deal with Swallow: The Swallow Hotel Group approached Fitness Express to merge in a joint venture. In that case 50% of the shares would be acquired by Swallow. All the leisure centres would be run by Fitness Express. The hotel will continue to employ their own staff. They will be supported by a Fitness Express Team. 2. To expand through acquisition: Following 12 successful years, Fitness Express was cash rich with over  £300,000 sitting in the bank to use in acquisitions. So another option was to expand through acquisition. There was existing a similar contract management company as Fitness Express but far less profitable per club. Integrating them into Fitness Express and expand their business seemed to an alternative. 3. Organic growth: Organic growth can also be considered as an option. Fitness Express was running a tight ship and there was limited room to increase the earnings potential within the existing clubs. They already ran added-value revenue generating services, such as a holiday club, but perhaps more could be done with the existing hotels such as running weekend fitness breaks. IDENTIFYING SOURCES OF COMPETITION 1. THREAT OF NEW ENTRANTS Threat of new entrant might not be a matter of huge concern as there are high barriers to entry in this industry. Highly developed equipments and expert staff requirement make it difficult for fitness centres to enter in the market. 2. BARGAINING POWER OF BUYERS With the membership levels rising steadily and the market getting oversaturated the buyer powers were high. 3. BARGAINING POWERS OF SUPPLIERS It was important to invest with hotels of the right hotels. But the number of quality hotels being less the bargaining powers of suppliers was high. 4. THREAT OF SUBSTITUTES The threat from the substitutes was not very high as there were few companies in the UK of the same stature as of Fitness Express. One of these was a similar contract management company with thirty contracts, but their profit margins were comparatively low compared to Fitness Express. 5. COMPETITIVE ENVIRONMENT With the merger activities going on the competition were on the high. LivingWell, the health clubs operated by Stakis, the hotel and casino group, had overtaken David Llyod Leisure. Cannons and First Leisure also came close to merging their health and fitness business. LIFE CYCLE OF THE BUSINESS Development Stage Users/buyers: Dave and Steve started their business as they took over the total control of the gym of the Barnham Broom hotel in Norwich. The business depended on the membership fees and the customers were those who were the members of the hotel leisure club. Competitors: Competitors were very few. Growth Stage Users/buyers: A monthly guest appearance on local Radio Broadlands fitness phone-in programme for 30 minutes seemed to be effective. Answering listeners, questions on fitness, e.g. how to work off excess fat gained over Christmas, gave FE wide coverage in the local area. Competitors: At this stage they were entry of the competitors. There was a high competition to niche the market position. Shakeout Stage Users/buyers: A swimming pool was added to the hotel site. The facilities attracted more people. Thus there was increase in the number of customers. Fitness Express effected a change in the payment structure. Competitors: Very high competition led to develop the business in other venues. Maturity Stage Users/buyers: They began to offer consulting services to independent hoteliers like Best Western Hotels. They also had an opportunity to work with Thomas Cook on their  £4milloin staff -leisure facility. Thus their business continued to develop at other venues. Competitors: Three new contracts were established in 1993. One of them was located only five miles away from their base at Barnham Broom. So the competition was high and there was a threat of losing customers. Decline Stage Users/buyers: With the days going through the contract expiry dates were around the corner. Thus it was evident that there could be a decline soon. Competitors: The issue of the contract was solved by ensuring that one would serve the family and children while the other would serve only the older group people. Thus the competition was reduced ENVIRONMENTAL FACTORS AFFECTING THE COMPANYS MARKET POSITION 1. POLITICAL: Political issues include government policies or legislation. For a fitness organization, there is very little to be concerned about trade restrictions and tax. 2. ECONOMIC: Economic issues are a key factor for a fitness company. Fitness companies are leisure service providers. There might be a decrease in number of customers when there is an economic decline. People will not spend money on leisure activities when they have less disposable income. 3. SOCIOCULTURAL: Population demographics are an important factor which influences a fitness company. This includes age, sex and income of people. There is high demand from both young and old people for fitness and physical development. Fitness is also independent of sex. As discussed in the economic issues, fitness companies provide leisure facilities the economic condition of people is a matter of concern. Fitness Express was based on urban centre in East Anglia. This was strength of the business. 4. TECHNOLOGICAL: While technological issues might favour the company in terms of providing high barriers to entry for new entrants, it might be a matter of concern for the high demand and expectation from customers. Highly developed equipments and expert staff requirement make it difficult for fitness centres to enter in the market. At the same time in order to compete with the existing competitors, a fitness company should be aware of the technological developments and provide the latest equipments to its customers. 5. ENVIRONMENTAL: Environmental factors could come in way of a fitness company. Energy consumption is high as the equipments run on electricity. Hence the environmental protection laws can come in the way. 6. LEGAL: Being a fitness company, legal issues come into play in health and safety matters. Rules and regulations should be strict regarding quality of equipments used. All the staff should be well qualified and trained. This in turn will have an impact on the staff costs. SWOT ANALYSIS Strength Weakness Experience of Dave and Steve Both Dave and Steve were highly respected within their industry Excellent Customer Service provided by Fitness Express Staff recruitment policy Wide coverage in the local area through media Small business of 14 clubs Despite the number of staff they employed, Dave and Steve were still very hands-on Increase in staff cost High buyer power High supplier power Opportunities Threat Growing the business in other venues Deal with Swallow Including acquisition Organic growth Expiry of contracts with customers Customer loyalty and insufficient facilities Competition Loss of niche market power STRENGTH Steve worked with a large sports retailing outlet in York as a student, where he gained valuable experience in managing the operations of a large facility. Dave did his summer job in Lowesoft. He was involved in designing a mobile gym and providing fitness assessment for holidaymakers during his summer job. These experiences paid off when they started their own business. Steve involved himself in the operational side of the business. Dave looked upon developing the business. Their strength was the respect they enjoyed within the industry. Dave was also appointed as Chairman of the Fitness Industry Association (FIA). The goodwill in the market certainly attracts customers towards a business. The policy of Fitness Express was EXCELLENT CUSTOMER SERVICE, which requires friendly and approachable staff. Gym users were frequently spoken to. In order to maintain a friendly environment they greeted their customers by their first names. The quality of the staff, and their ability to communicate with the guests would be the most important factor whether or not a guest would return the following year. Staffs were more likely hired on the basis of their personality than on their fitness, and any future business run by Steve would pay great attention to the personal development and training their staff. Word of mouth and the local PR that they encouraged generated membership for their club. A monthly guest appearance on local Radio Broadlands fitness phone-in programme for 30 minutes seemed to be effective. Answering listeners, questions on fitness, e.g. how to work off excess fat gained over Christmas, gave FE wide coverage in the local area. WEAKNESS Building the small empire of 14 clubs had taken Dave and Steve over 12 years. Their competitors had a more widespread business. Despite having employed over 190 staffs, Dave and Steve were both still very hands-on. Managing at both the tactical and the strategic level was physically exhausting and they knew that it was unsustainable in the long run. Since the industry demands well qualified and trained staff. This will have an impact on the staff costs. With the membership levels rising steadily and the market getting oversaturated the buyer powers were high. As the number of quality hotels to deal with was few, the bargaining powers of suppliers were high. OPPURTINITIES Four years into the business, Dave and Steve realized that they should expand their business. As they had no funds to build new health centres in different venues, they began to offer consulting services to independent hoteliers like Best Western Hotels. They also had an opportunity to work with Thomas Cook on their  £4milloin staff leisure facility which secured them the contract to run Legal and Generals facility in Tadworth, Surrey. A deal with Swallow, a major UK hotel chain meant that 50% of the shares of FE would be purchased by them. All the chains leisure facilities would be managed by Fitness Express on a joint venture basis, with the hotels continuing to employ their own staff, but supported by a dedicated Fitness Express team. This came as a big opportunity and everyone was exited. Following 12 successful years, Fitness Express was cash rich with over  £300,000 sitting in the bank to use in acquisitions. There was existing a similar contract management company as Fitness Express but far less profitable per club. Integrating them into Fitness Express, with all the personnel and cultural issues that would emerge, would be even more difficult, especially given the geographic spread of the contracts they would be buying. Organic growth can also be considered as an option. Fitness Express was running a tight ship and there was limited room to increase the earnings potential within the existing clubs. They already ran added-value revenue generating services, such as a holiday club, but perhaps more could be done with the existing hotels such as running weekend fitness breaks. THREAT One of their customers was the Hotel Norwich who served notice to leave, with their contract of two years expiring over the following three months. Applying this to their other contracts, Dave and Steve realized that within two years the basis of their entire business could collapse. So they went back to all their sites and renegotiated their contracts. Most customers eventually agreed to a three-year contract with a six-month notice either way. This was a mere temporary solution. But it was to be kept on mind that expiry of contracts is a continuous threat for Fitness Express. A disaster hotel was taken on. The management of the hotel was not committed to the customer service and facilities were not up to the mark to generate sufficient turnover (e.g. there was no car park), so quickly the two partners realized that this could never be made to work satisfactorily. Luckily the contract being an incorrectly-worded one, they found a way to get out of the agreement after one year. Though they incurred a loss of  £30k but overall disaster was avoided. So it was important to grow with the right hotels. But were there sufficient hotels of the right quality out there? With the merger activities going on the competition were on the high. LivingWell, the health clubs operated by Stakis, the hotel and casino group, had overtaken David Llyod Leisure. Cannons and First Leisure also came close to merging their health and fitness business. Three new contracts were established in 1993. One of them was located only five miles away from their base at Barnham Broom. This came as a potential threat. The high competition in the market can also affect loss of the market power that the company secured over the past years. RECOMMENDATIONS AND CONCLUSION As the options of further growth of the Fitness Express seemed to be three-fold, with the analysis of the macro and the microenvironments it can be concluded that expanding Fitness Express through acquisition would be a good option. Though the deal with Swallow is attractive financially, but to sell the company and let the business become another highly professional fitness chain does not seem to be the best measure. Again they were running in a tight ship and there was limited room to increase the earnings potential within the existing clubs. The only way to grow significantly was to increase the number of clubs. Dave and Steve were highly respected in the industry. They were very experienced. Fitness express provided excellent customer service. With these strengths, the company should focus on acquiring another management company and work on the improvements of the existing infrastructure to make it pay.

American Colonies: Contrasting the New England and Southern Colonists :: American America History

American Colonies: Contrasting the New England and Southern Colonists The New England and Southern Colonies were both settled largely by the English. By 1700, the regions had evolved into two distinct societies. The southern colonies have characteristics that are the antithesis of the New England colonies attributes. New England was colonized for Freedom of Worship and freedom of political thought. The Southern colonies were developed for freedom of economic opportunity. The New England colonies had aspirations for a distinct society, where they could show their homeland, how a country should be run. The southern colonies had goals for mercantilism, and increasing the prosperity of England. The New England colonies were based on theocracy, where the state forced the people to live and worship in an orthodox way. The southern colonies(Virginia) had a government based on a royal government, where the state was governed by a governor and council named by the king, and an elected assembly chosen by the people. Finally, the New England colonies wanted to establish the colony for religious motives, while the southern colonies were established for economic motives. England and the rebels of England (Pilgrims), made up the New England and southern colonies. "God Almighty in his most holy and wise providence hath so disposed of the condition of mankind, in all times some must be rich, some poor, some high and eminent in power and dignity, other mean and in subjection. Yet we must be knit together in this work as one man."(John Winthrop, A Model of Christian Charity) This statement by John Winthrop, demonstrates importance of religion in the lives of the New England settlers. "We must delight in each other, make others' conditions our own, rejoice together, mourn together, labor and suffer together, always having before our eyes our commission and community in the work, our community as members of the same body." (John Winthrop, A Model of Christian Charity). The use of the word "together" and "community" indicates that the New England settlers were of a communal nature, they were less individualistic than the southern colonies. The New England colonies were based on religious freedom, thus their society was reflected the religion. "These underwritten names are to be transported to Virginia, embarked in the Merchant's Hope, Hugh Weston, Master, per examination by the minister of Gravesend touching upon their conformity to the Church discipline of England, and have taken oaths of allegiance and supremacy:" (Ship's List of Emigrants Bound for Virginia). The use of the word "Master", shows, that the southern colonies were more of a individualistic state rather than a communal state(New England).

Main Theories of Aggression

Outline and assess the main theories of aggression Aggression is an act of hostility with deliberate intention to harm another person against his or her will. Some psychologists believe that aggression is an important aspect of our evolutionary ancestry and it is understood better in that context, whereas others believe that aggression is best explained in physiological terms e. g. the imbalance of hormones or neurotransmitters in the brain. There are many definitions used to explain why humans/ animals become aggressive (http://www. essortment. com/all/whatisaggress_rxeo. tm). In the social learning theory (SLT) of aggression, Bandura (1962) suggested that the expression of aggression is learnt through social learning not ignoring the fact that the potential for the human aggression was biological. Bandura claimed that we learn specific aggressive behaviours for example, the form in which the aggression takes and how it is addressed to the target. Skinner, 1953 suggested that a chil d learns the aggressive behaviour through direct reinforcement while Bandura argues that a child learns by observing role models indirectly. Moreover, the SLT can be used to explain other behaviours such as eating disorders, personality etc. Research carried out by Phillip (1986) suggested the daily homicide rate in the US almost increased in the following of a major boxing match this suggested that the viewers were imitating the behaviour they watched from their ‘role models’. This clear shows that the SLT can also be used to explain the behaviour of both the children and adults. This is because aggressive behaviour is witnessed at home and at school as well as through the media i. . reading books, watching television and listening to a certain type of music. By observing the consequences of other’s actions, children learn the aggressive behaviour indirectly. This whole process is known as the ‘vicarious reinforcement’ whereby a child learns the likely outcome of the aggressive behaviour and from that observation; they obtain the behaviour that is considered appropriate. Not only does a c hild learn the behaviour but the child also observes if the behaviour is worth repeating. In the future, the child is likely to repeat the behaviour when the expectation of a reward is greater than the expectations of being punished (Bandura, 1962). Looking at the Bobo doll studies, Bandura et al found that children who watched an aggressive model became more aggressive and imitated the behaviour portrayed by the model. This is clear evidence to support the SLT for the fact a child learnt the aggressive behaviour by observing the ‘role’ model. On the other hand, the aggression was imposed towards a ‘doll’ affecting the reliability of the conclusion because this was a ‘still’ figure that could not use self-defence. As a result to this, Bandura repeated the study using a film of woman hitting a live clown, therefore this influenced the children to also hit a live clown when given the opportunity. This can explain the cultural differences, for the fact that societies such as the US are highly violent compared to other pygmies of central Africa who manage to live in cooperative friendliness (Aronson, 1999). These findings could be explained by the differences due to social learning whereby the different societies influence the behaviour of the two cultures. However, people also react differently in term of different situations because aggressive behaviour is rewarded in certain situations than others (i. e. Competitive sports such rugby, boxing etc. ). The appropriate behaviour is learnt for particular situations. Moreover, aggression could also be explained as a result of the loss of personal identity this could be due to the relative anonymity of being in a crowd or wearing a uniform. The Stanford Prison Experiment illustrates this effect; this is whereby Zimbardo showed how the guards who were deindividuated by mirrored glasses and uniforms behaved aggressively towards the prisoners. The Stanford Prison Experiment is an empirical support for the deindividuated theory because it shows how the behaviour of the ‘normal’ students changed after they had been assigned to adopt the role of guards. However, the brutality could be explained in terms of the perceived social roles because they were not shown the exact way that the ‘actual’ guards behaved. Psychologist Zimbardo believes that deindividuated people are likely to behave aggressively because the loss of a sense in the individual can lead to reduced self- restraint. This in turn leads to impulsive and deviant behaviour and a less concern over negative evaluation from others. Being anonymous in a crowd has the psychological consequence of reducing restraints and increasing behaviours that are usually inhibited. Prentice- Dunn and Rogers (1982) suggested that an increase in aggressive behaviour following deindividuation might be caused by the reduced privacy rather than public self- awareness, i. . becoming less self-aware rather than being anonymous to others. A problem for the theory is that deindividuation does not always lead to aggression, and may actually lead to pro-social behaviour. In a meta- analysis of 60 studies of deindividuation, Postmes and Spears (1998) found that deindividuation does not always lead to aggression for example, an individual part of an angry mo b is likely to behave aggressively while a member of a peace rally is likely to become to peaceful. This clearly shows that frustration leads to aggression. Frustration determines whether aggression is effective in that situation. Dollard et al (1939) outlined the frustration-aggression theory suggesting that frustration leads to aggression and that aggression is forced by the aggression. Therefore, aggression is the consequence of generalised physiological arousal.