Fan Violence in International Soccer Essay Example for Free

Fan Violence in International Soccer Essay Fan violence in international soccer is a very serious form of aggression and it must be given a lot of attention by the games’ stake holders. Fan violence in international soccer involves actions that are taken by the football supporters and fights between the supporters of rival teams may sometimes take place after the football matches. The fights could also be prearranged in locations that are away from the stadiums so that the fans can avoid the police interventions. Fan violence can be at times be prompted by violent actions which involve the players themselves or any other form of event that could be taking place during a game or even disturbances and riots that are sport related and often they occur for other reasons. Fan violence in international soccer has been on the increase as it is known as the existence of an essentially unstable and an abnormal temperament in some individuals who happen for some reason to have taken soccer as an arena in which they act out their instabilities. (Smith, 1983) It has become very difficult to deal with the offenders in the football matches and the international football federation has had difficulties punishing the spectators who misbehave themselves . The international football federation has also had to deal with issues that prompt fans violence in soccer matches such as providing seats in place of standing accommodation, initiating maximum cooperation between the police and the football clubs and also ensuring that there is an absolute acceptance of the referees decisions by everybody in the football arena. The key stakeholders of the soccer game are the international football federation who ensure that the punishment that is given to the offenders and to those who participate in football hooliganism should match the seriousness of the offence. It is notably very true that the consumption of alcohol is a very important factor in crowd misbehavior especially in places where the football matches are taking place. (Smith, 1987) The football fans are mainly controlled by the activities and the popularize of different clubs . This makes it a contest as they embark on slogans chants and even songs so that they can demonstrate their support to the teams they support. The violence that exists between the sets of fans is seen as a part of their participation in the game. Violent fans and those who mainly participate in violent actions in the international soccer are basically those people who are young and unemployed. It also involves also those who are members of fanatic clubs and they are poorly educated since they attribute most of their behavior to the external factors rather than the internal ones. In most case there are usually two matches going on in a football stadium and whereas one match concerns the football teams that are on the pitch and the second match usually involves the fanatic fans whose interests are not in the game as such but on the opportunities which are offered by the football such as meeting the club mates and giving vents to their emotions and energies in the battles with others. (Smith, 1983) It is at times very complex to handle fan violence in soccer ethically since the game requires intense physical contact which may cause harm of injury. When the stake holders access the moral status of an action, they examine the issue of consent by the person on whom the action has been performed. Actions by the fans which are outside the rules of the federation of international soccer are considered to be morally unacceptabl. Reference: Smith, M. (1983): Violence and Sport, Toronto, Ontario: Butterworth’s. Smith, M. (1987): Violence in Canadian Amateur Sport, a Review of the Literature, Ottawa, Ontario, Commission for Fair Play, Government of Canada.

The odyssey

The odyssey Which film does a more effective job in adapting Homers The Odyssey: Ridley Scotts Gladiator or Barry Levinsons The Natural. I believe that both films do an effective job of adapting Homers epic poem. However, in my opinion, The Natural does a better job of this. The Natural achieves a more effective level than Scotts film in adapting The Odyssey because Levinsons cinematic adventure has more similarities in the characters, plot structure, and resolution. The characters in Levinsons motion picture are very similar to the characters in The Odyssey. Roy Hobbes, the main character of the movie, compares very well with Odysseus, the main character in Homers epic poem. Odysseus is a great Trojan War hero and Roy Hobbes is a great baseball player, which is similar to being a war hero because Hobbes is a hero to his baseball team in their war for the pennant. Both characters leave their home to achieve glory: Odysseus in the Trojan War and Hobbes in baseball. Odysseus leaves Ithaca, which is a small island, and Hobbes leaves his small farm. Both places are small and not vey well known. Odysseus and Hobbes both leave a woman at home with a child to take care of. However, Odysseus never met his child and Hobbes was unaware that he left his hometown girlfriend when she was pregnant with his son. Another similarity is that both of these protagonists are flawed. Odysseus dishonored the god, arguably because he has too much pride, which is hubris . Moreover, Hobbes also had too much pride. Having too much pride causes each character to go off course, literally and figuratively. Odysseus is blown of course traveling from one crazy island to the next. Whereas, Roy Hobbes gets shot, which causes him to quit baseball for a long time and travel from one job to the next. The two heroes even have similar enemies, for example Hobbes has Gus Sands who nearly kills him, and Odysseus has the Cyclops who nearly kills him; also both enemies only have one eye. Another similarity is the weapon of choice for both individuals; Odysseus has his bow, which is used to defeat the suitors after his wife, and Hobbes has Wonderboy, which is his baseball bat used to defeat opposing baseball teams. In Gladiator there is not one specific weapon that Maximus uses. Lastly, eventually both heroes return home and are humbled. Odysseus returns home to Ithaca, but as a beggar. And Hobbes returns to the farm to take care of his united family. The plot structure of the movie is also very similar to Homers epic poem. Each story begins in a small place that is not very well known. The Natural begins on a farm and The Odyssey begins on a small island called Ithaca. Another similarity is that both of the main characters leave their home to become well known. However, even though they were both great, both protagonists have too much pride, which ends up causing both of them to go off course of their goal. However, Maximus in Gladiator did not have too much pride, but he was still sent off course. Odysseuss goal was to return home, but because he did not honor the gods, the gods would not allow him to achieve his goal very easily. Hobbess goal was to set baseball records, but because of his pride he was literally shot down on his way to the top. Then both characters must put forth much more time and effort than originally planned to achieve their goal. Eventually Hobbes changes his goal to being with his family when he realizes that he left his hometown girlfriend home pregnant with his son; just like Odysseus left his new born son with his wife when he left home. In the end, both heroes wind up home and happy. The resolutions of both protagonists are also very similar. Both eventually learn their lesson. Odysseus realizes that it is wrong to think that he is greater than or equal to the gods and not all the glory should go to him. Hobbes realizes that baseball is not just about break individual records, but the game is about the glory of the team. These are similar because the baseball team is equivalent to the team of Odysseus and the gods in the Trojan War. So the victory is not solely for the glory of the individual. In conclusion, The Natural does a more effective job of adapting to The Odyssey then Gladiator does. The Natural is an effective adaptation of The Odyssey because of its similarities in characters, plot structure, and resolution. There are many striking connections between Roy Hobbes and Odysseus. Also, the plot structure and resolution of The Natural is almost identical to that of Homers epic poem The Odyssey.

Wicked And Messy Environmental Problems

Wicked And Messy Environmental Problems Some environmental problems have taken on a new nature; they have become wicked. These wicked problems defy classification and have no clear-cut solutions. They are associated with a high degree of uncertainty and deep disagreement of values. They have become immune to the conventional approach to problem solving and pose a major challenge to effective natural resource management. This essay examines four challenges that wicked problems present: complexity, conflict, change and uncertainty. It suggests that to develop effective policies and management responses, a combination of adaptive management, carefully designed participatory processes and the precautionary principle must be used in a way that enhances social learning. A case study of Canadas Model Forest program is used to illustrate how the adaptive and participatory processes have been effective in dealing with uncertainty and complexity in Forest Management. Human activities over the decades have undoubtedly affected the environment. Industrialization and technological progress is one such activity that has been argued as the cause of great damage to the natural environment. Coupled to the increasing need to provide for the growing populations around the world, this has led to a myriad of environmental problems some of which have been described as messy or wicked. Rittel and Webber (1973) describe wicked environmental problems as defying classification and devoid of clear cut solutions. They have also been associated with radical uncertainty and plurality of legitimate perspectives (Funtowicz and Ravetz, 1991).They pose a great challenge to governance structures, knowledge and skills base as well as our organizational capacity. Amidst the vast technological advancements, these wicked problems still remain unraveled and elusive. What does this mean for natural resource management? This suggests that natural resource management has been plunged into an era of turbulence with diminishing effects of the conventional approach to problem solving. Policymakers and environmental managers will need to realize that there are no quick fixes or simple solutions as is the experience in dealing with tame problems. There is no single correct formulation of a particular problem since the definition of a wicked problem is subject to the beholder (Allen and Gould, 1986).In view of that, decision makers will have to implement policy without exploring all the feasible or possible options. Learning must become a central theme policymakers and natural resource managers may need to incorporate into their daily administration. Quite imperative also, is the realization that management approaches for dealing with wicked problems can only be optimal but never true or false. This essay attempts to suggest ways by which policymakers and natural resource managers can deal with the challenges that wicked and messy problems pose to natural resource managers. It begins by discussing four challenges that wicked problems present: change, conflict, complexity and uncertainty. It argues that since no single approach or model is sufficient for dealing with these problems, a combination of approaches that have proven to be helpful in mitigating the wickedness of these problems in the past must be used. Thus, a social learning network that combines the adaptive, participatory and precautionary approach is proposed. Its applicability is illustrated using Canadas Model Forest Program as a case study. One challenge that has been associated with wicked problems is complexity; a trait Gunderson (1999) suggests is inherent in natural resource problems. Complexity implies a difficulty in establishing cause and effect patterns due to the presence of interdependencies and multiple variables and is determined by the degree of uncertainty and social disagreement on a particular issue (Patton, 2011). For example, the condition and trend exhibited by wildlife populations are as a result of the interactions between factors such as prior population, weather, predators, habitat, disease, off-site factors and chance events. If there is species decline in a population, which of these factors can be blamed for this outcome? The answer is not as simple as solving a mathematical problem since the problem may be caused by one or many of the factors acting in concert. Complexity is seen to exist in two forms: technical and social complexity. The former is linked to limitations in quality of information and a deficiency in knowledge systems. This makes problem-diagnosis very hectic and introduces high levels of uncertainty. The social aspect on the other hand, emanates from difficulties in the coordination of information, activities and stakeholders across several disciplines. The differences in views, values, perception and beliefs of various stakeholders introduce conflict: another challenge in resolving wicked environmental problems. The diversity and range of stakeholder values is normally a recipe for conflict in decision-making. There is often little consensus on what the problem is, let alone a general solution (Ritchey, 2005).This brings into sharp focus the issue of problem-framing. Disagreements on what the problem may be is often commonplace and arguably a major contributor to conflicts. For example, a water resource controversy in Colorado started over a proposed dam (Bingham, 1986).Some parties declined to participate in the discussion until the question of whether or not a dam was needed was answered. Others thought, a dam was the only way to solve the water shortage problem. However, asking the question how much water do we need? is crucial to understanding the problem at hand. The assumption of knowing the solution before exploring the problem further has mainly been associated with experts who may see new problems as exactly as old ones (Kaplan and Kaplan, 1982). Also, the difficulties in reconciling the different values and perception of stakeholders have left most environmental management issues engulfed in appeals and litigation. For example, Cape plc. and RTZ have been sued in British courts for environmental damage and for breach of employment rights in Africa. The growing disputes and litigation in environmental issues has made conflict resolution quite an important concept in environmental management. However, the presence of conflicting values, risk and uncertainty does not mean a definite decision cannot be taken. It only stresses the managers need to think beyond the traditional approach to problem framing and problem solving. As discussed earlier, the various interdependencies and multiple variables in wicked environmental problem makes change an inevitable phenomenon. Horst Rittel in his paper Dilemmas in General Theory of Planning explains that when dealing with wicked problems one must recognize that every wicked problem is a symptom of another problem. Considering the fact that ecosystems, societies, knowledge, technologies and public attitudes are so dynamic it is reasonable for management strategies and practices to be dynamic as well. Policies must continually be adapted to change as well as constructed for local application.Lindbloom (1979) suggests that the only way to ensure consistent progress in dynamic and uncertain situations is to take incremental steps that are bold enough to leave room for possible errors that enhance learning. Contributing to more wickedness is the challenge of uncertainty. Unfortunately, the complexity encountered in environmental and resource management leaves little or no choice than to make decisions in the face of uncertainty. In a complex open system like the environment, knowledge has limits and certainty is far-fetched. Wynne (1992) differentiates among four types of uncertainty: risk, uncertainty, ignorance and indeterminacy. Uncertainty plays outs in situations when the odds are not known. For instance, the contribution of greenhouse gases to global warming has been established however, the precise relationships and potential feedback mechanisms between parameters such as clouds, global air circulation, heat absorption by water, land and so on remain uncertain due to complexity. In essence, the recognition of the kinds of uncertainty may help to identify which plans or approaches are most appropriate. In view of the challenges wicked problems present, environmental management and policymaking must build resilience if it must be effective in mitigating the impact of wicked problems. Policymaking and practice must be adaptive to keep up with their ever changing nature. The complexity, uncertainty and conflict component must be catered for by carefully designing participatory processes that enhance learning. The next section of this essay will shed light on the management responses that must be considered to make policymaking and natural resource management effective for dealing with wicked problems. Adaptive management is one management strategy that can deal with scientific uncertainty and real world examples of its applicability are evident. The adaptive approach has been described as a learning approach that continually improves policy and practice in the face of uncertainty and a tool to frame philosophical, methodological and practical challenges that come with natural resource management (Holling, 1978). This approach has been recognized by international interdisciplinary efforts such as the sustainability science program (Clark and Dixon, 2003), the Millennium Ecosystem Assessment (2005) and the Equator Initiative of the United Nations Development Programme (UNDP, 2005) as having the potential to deal with the complexity of socio ecological processes while enhancing learning. The effectiveness of adaptive management in some cases is not fully realized due to short term project frames, rigid targets and a focus on success prompt managers who use conventional methods thoug h encouraged by government rhetoric to make use of adaptive approaches (Allan and Curtis, 2005). To enhance the practicality of adaptive management, co- management has been brought in to cater for the social uncertainties and institutional barriers that may rise. This has led to adaptive co-management, an approach that combines adaptive and collaborative management. Here, rights and responsibilities are jointly shared to better combat the challenges that wicked problems may bring. Collaboration in essence, demonstrates the need for carefully designed public participation. Public participation has become an entrenched concept in the formulation, implementation and management of environmental issues owing to its suitability for addressing the interests of multiple stakeholders and reducing conflict. It is quite common to see National and subnational governments require the input of the public in managing and developing of environmental policy. An example being the US National Environmental Policy Act and the US Federal Advisory Committee Act. Thus, participation in decision-making is increasingly being regarded as a democratic right (Reed, 2008). Increasing calls for public participation rests on many factors including growing distrust of public institutions and officials, increasing legislative requirements for public participation, the complexity and uncertainty of contemporary problems, different risk perceptions and a growing recognition that decisions are not entirely scientific but social values and politics are inherent in all administrative deci sions. Participatory processes also have a challenge of identifying groups of stakeholders and bringing these interests together in an environment conducive for learning (Gray, 1989).It has also been associated with intensive resource commitments (money, time and human capital), prolonged decision making, reduced decision quality, increased conflict and diminished likelihood of a successful outcome (Steelman, 2001). However on the whole, participatory processes are assets rather than liabilities. A case study that demonstrates the ongoing success of adaptive management and participatory approach in Forest Management is Canadas Model Forest Program. To reduce uncertainty and complexity while promoting the development of innovative ideas and sustainability, the Federal government initiated Canadas model Forest Program in 1992. The Program consists of eleven model forests across Canada, selected to reflect the diversity of ecosystems and social systems present in Canadas Forest environment. Each model forest is designed to function as a living laboratory where novel integrated forest management techniques are researched, developed, applied and monitored in a transparent forum that engages and partners with stakeholders from environmental organizations, industry, native groups, educational and research institutions, community based associations, recreationists and landowners as well as all levels of government The success from this adaptive approach have been many and includes t he development of voluntary wetland conservation programs for private lands; establishment of protocols for reporting on socio economic indicators based on Statistics Canadas census data; developing an ecosystem-integrated resource management plan for the Province of Saskatchewan, production of a code of forestry practice to help landowners understand and apply the principles of sustainable forest management; establishment of the Grand River Reserve to protect three eco-regions and habitat for the endangered Newfoundland pine marten. The Precautionary approach is one possible response that proves very essential for dealing with wicked problems in the face of uncertainty and risk. Some scholars assert that it is a powerful tool for protecting human health and the environment under uncertain conditions (Cameron and Aboucher, 1991) whiles other think it is ill- defined, unscientific and of little value to policymaking (Manson, 2002). Still many nations have some form of precautionary principle in place when confronted with uncertain health risks though they may not explicitly refer to it (Zander, 2010). Under the precautionary principle, the absence or lack of evidence concerning the harmful nature of a substance or practice cannot serve as a justification for delaying action to regulate them (Raffensperger and Tickner, 1999). For example, the issue of global warming usually includes arguments that either favour business-as-usual or the precautionary principle. Opponents against the principle base their arguments on scientific uncertainty regarding how humans have contributed to climate change and the severity of effects that may occur. They generally advocate for further research to reduce the uncertainties before costly emission-reduction policies are implemented. Advocates of the precautionary approach on the other hand argue that the likely adverse effects of the accumulation of greenhouse gases in the atmosphere are serious enough to justify potentially costly regulation despite remaining uncertainties. Today, based on the precautionary principle various moves are being made to reduce the carbon footprint by investing in green technology. Though we do not know the outcome of these actions, it is prudent to try to mitigate its impact on future climatic conditions than do nothing at all. Indeed, the challenges wicked environmental problems present may seem overwhelming and daunting. However to combat these challenges, environmental managers must first realize that wicked problems have no single correct formulation and hence quit searching for one. They must also develop long term learning networks through adaptive management and carefully designed participatory processes that are truly flexible. Lastly, precaution must be utilized in planning processes to avoid creating more wicked problems in the future.

Rising Cost of Gas And Oil Prices :: Economics

Not only have gas and oil prices changed but they have made everything else go up in price. The cost of living and the way that people are living is effected by these rising costs. In this paper I will discuss the different ways that these prices are affecting everyday life. The way that everyone has changed things in there life would be transportation and business costs. Gas Prices have changed a lot over the years and it seems to be increasing in cost and that it is not going to change. According to Foreman (2008), in 1981 the cost per gallon was $1.35 and now the cost is between $2.84 to $3.23 . Some of the reasons that the cost of gas is going up is because of the rising cost of oil. Gas prices are affecting people in there everyday lives with driving, living expenses, and with the cost of their living. Families are having to set a budget for there fuel and are having to not drive as much. Oil Prices are at there highest points and the repercussion of this is the cost of gas and the cost of living. The cost per barrel is going up, at that point the cost of fuel goes up as well as everyday costs. The cost per barrel is â€Å"$91.77 to $ 100.09 ( Oil prices rise back above $91 a barrel, 2008)† , this year alone and only seems to be getting worse. The war has helped to make the cost of oil go up, because we are at war with Iraq and that is where we get our oil. There is a shortness of oil and with this the cost of oil will go up, so will the cost of living, and the cost of fuel. Across the United States individuals are feeling the high prices of gas and oil prices. These prices are starting to hurt our economy because people are not being able to travel as much as they used to be able to. Families are feeling the hurt when they do travel because when people go to go camping with there children it costs more in food then they had in there budget and same with fuel.

The Wilderness in Margaret Atwood’s Surfacing, Mary Austin’s Land of Li

The Wilderness in Margaret Atwood’s Surfacing, Mary Austin’s Land of Little Rain, and Gary Snyder’s The Practice of the Wild Journeys into the wilderness test far more than the physical boundaries of the human traveler. Twentieth century wilderness authors move beyond the traditional travel-tour approach where nature is an external diversion from everyday life. Instead, nature becomes a catalyst for knowing our internal wilderness and our universal connections to all living things. In Margaret Atwood’s Surfacing, Mary Austin’s Land of Little Rain, and Gary Snyder’s The Practice of the Wild, â€Å"nature† mirrors each narrator: what the narrators ultimately discover in the wilderness reflects what needs they bring to it. Their points of view, expectations, and awareness all determine their experiences of the wild and â€Å"self.† Ultimately, however, each work reveals that the experience of nature need not be restricted only to â€Å"self-discovery,† but may well expand to an understanding of the spiritual â€Å"family self.† Atwood’s psychological novel describes the return journey by its narrator from a self-centered, urban existence to the Canadian wilderness of her youth, where she finds the meaning of family and her role in it. Though not overtly psychological, Mary Austin’s intense devotion to the life and people of her desert community suggests these have become replacements for her own, unsuccessful attempts at conventional family life. Finally, Gary Snyder’s kinship with nature exemplifies a life integrated in all aspects—a union that merges the practical, psychological, and spiritual into what may be called the â€Å"cosmic† family. Birth of Family Margaret Atwood’s Surfacing describes the heroine/narrator’s phy... ...our experiences: the progress of our consciousness. This progress resolves issues of the self and one’s individual past, heals our psychic pain, and releases us from powerlessness and fear. By accepting the wilderness in ourselves we will understand the wilderness in each other and our connectedness. Nature functions as catalyst, as guide, as test, as teacher. Then opening the spiritual window to grace, we ultimately realize the possibility of being fully human. References Atwood, Margaret. Surfacing (New York: Fawcett Crest, 1972). Austin, Mary. Stories from the Country of Lost Borders. Ed. Marjorie Pryse (New Brunswick: Rutgers UP, 1987). Pryse, Marjorie. "Introduction" to Stories from the Country of Lost Borders by Mary Austin. (New Brunswick: Rutgers UP, 1987). Snyder, Gary. The Practice of the Wild (San Francisco: North Point Press, 1990).

Mo’men Case Essay

What sets Mo’ men apart from the other fast food restaurants? Mo’men are an international brand of fast food restaurants from Egypt. It, however, has a number of franchise holders in other countries across the globe. The international Mo’men group appointed Darul Rahmat Sdn Bhd (DRSB) as a franchise holder of the business in Malaysia. Mo’men restaurant distinguishes itself from most of other fast food restaurants because of a number of reasons. First, it offers unique products and excellent services. The restaurant offers a variety of sandwiches that are tasty and also affordable. The sandwiches are prepared from seafood beef and chicken. Seafood being an important component of Malaysian cuisine; their expertise in offering seafood sandwiches has given them an edge over competitors in the Malaysian fast food market. Secondly, Malaysia has various cultures, and its cuisine is mainly influenced by the number of different cultures. An important Malaysian cuisine is rice; rice is a staple food in Malaysia, Mo’ men took such preferences into consideration and added a rich menu with a choice of lamb or chicken. This has made the restaurant accepted and well ahead other restaurants. Another factor is that Mo’men offer a limited delivery service to reach more customers. They also do promotions like offering discounts to students who show their students identification cards. Therefore, the customers seem to like Mo’men’s restaurants. Is Mo’ men group’s franchising strategy the best way to expand internationally? Franchising is the best way to expand the business internationally. This is a method of doing business internationally but not by oneself. It is an affordable way of achieving development goals with less risk. Yes, franchising strategy is the best way for Mo’ men group to expand internationally just as they have given a franchisee in Malaysia. The franchising strategy helps Mo’men group to get inside information on the country’s food preferences and also learn from previous market experiences. The strategy has provided them with the widest entrepreneurial opportunities for Mo’ men and their franchise partner (DRSB) in Malaysia. The mutual beneficial relationship they have built together has made it a unique way to do business internationally. Is, having rice menu in the Malaysian franchise a good decision? Rice is a staple food in Malaysia. It is an important ingredient in the Malaysian cuisine. The people here are most welcoming to  new restaurants, but it is more advantage if the restaurants adapt to the cultural preferences. Having a rice menu is a good decision since this would make most of their customers feel at home and peace with their most preferred dish. This has made Mo’men Malaysia way ahead of its competitors. Will Mo’ men restaurant succeed and build a powerful brand in Malaysia than the other local restaurants? In the long run, Mo’ men franchise is likely to garner more market shares than most of the local restaurants. This is because of most of its market strategies. First being that it is religiously inclined to Islam that Malaysia equally boasts of a good number of Islam followers. This made it easy for them to set up their business there. Their expertise in preparing most foods that are mostly preferred by the Malaysians is another advantage they have, for instance, inclusion of rice menu and also seafood beef. In a nutshell, the Mo’men group has sufficient information on the food preferences of Malaysia. They, therefore, know what to offer and when to. To add to the list is also the promotions they offer, whereby they give discounts to students who show their identification cards. Finally, due the small number of venues they also offer limited delivery services to reach many customers.

The Lust Lizard of Melancholy Cove Chapter 19~20

Nineteen All You Need to Know About That Intimacies, what happens between two people in private (or one person and a Sea Beast in a pasture), are not the business of anyone but the parties involved. Still, for the sake of the voyeur in us all, a tidbit or two to satisfy curiosity†¦ Molly tried, made a valiant effort in fact, but even for a woman of such fine physical conditioning, the task was too great. She did, however, manage to locate near the shed a gas-powered weed-whacker (which the late drug chefs used to clear flammables from the area) and with firm but gentle application of that rude machine, and a little coaxing, was able to bring Steve to that state the French inscrutably call â€Å"the little death.† And soon after, what at first seemed an insurmountable obstacle, the size difference, was turned to advantage, allowing Molly to join Steve in that place of peace and pleasure. How? Imagine a slow slide down a long, slippery bannister of a tongue, each taste bud a tease and tingle in just the right place, and you can understand how Molly ended up a satisfied puddle snuggled in that spot between his neck and shoulder that women so love. (Except in Steve's case, it didn't make his arm go to sleep.) Yes, there was a bit of the awkwardness that comes with the unfamiliarity and exploration of new lovers, and Theo's Volvo was soundly smashed before Steve realized that rolling around on the ground was an inappropriate way to display his enthusiasm, but a boxy Swedish automobile is a small price to pay for passion in the great scheme of things. And that is all you need to know about that. Twenty Theo Over the years, Theo had learned to forgive himself for having inappropriate thoughts at inappropriate times (imagining the widow naked at the funeral, rooting for a high death toll in Third World earthquakes, wondering whether white slavers provided in-house financing), but it worried him more than somewhat that, while hand-cuffed to a chair, waiting for his executioner, he was thinking about getting laid instead of escaping or making amends with his creator. Sure, he'd tried to get away, managing to do little more than tip the chair over and give himself a bug's-eye view of the dirt floor, but shortly after that, when the voices outside had stopped, he was overtaken with thoughts of women he'd had and women he hadn't, including an erotic mental montage of the erstwhile actress and resident Crazy Lady, Molly Michon. So it was embarrassment as much as relief that he felt when, after the sound of a weed-whacker and the crashing of metal, Molly popped her head into the shed. â€Å"Hi, Theo,† she said. â€Å"Molly, what are you doing here?† â€Å"Out for a walk.† She didn't come in, just craned her head around the corner. â€Å"You've got to get away from here, Molly. There's some very dangerous guys around here.† â€Å"Not a problem. You don't want any help then?† â€Å"Yes, go get help. But get away from here. There's guys with guns.† â€Å"I mean, you don't want me to uncuff you or anything?† â€Å"There's no time.† â€Å"There's plenty of time. Where are the keys?† â€Å"On my key ring. In the ignition of my car.† â€Å"Okay. Be right back.† And she was gone. Theo heard some pounding and what sounded like safety glass being shattered. In a second Molly was back in the doorway. She tossed the keys on the floor near his head. â€Å"Can you get to those?† â€Å"Can you unlock me?† â€Å"Uh, I'd rather not right now. But you'll be able to get to those eventually, won't you?† â€Å"Molly!† â€Å"Yes or no?† â€Å"Sure, but†¦Ã¢â‚¬  â€Å"Okay. See ya, Theo. Sorry about your car.† And again she was gone. As he scrambled in the dirt to get to the keys, he was still troubled about the unwarranted wave of horniness that had overtaken him. Could it have been set off by the handcuffs? Maybe he'd been into bondage all these years and never even knew it. Although when he'd been arrested right before Sheriff Burton had blackmailed him into becoming constable, he'd spent almost two hours in handcuffs and he didn't remember it being an espe-cially erotic experience. Maybe it was the death threat. Was he turned on by the thought of being shot? Man, I am a sick individual, he thought. In ten minutes he was free of both the handcuffs and the dogging thoughts of sex and death. Molly, Joseph Leander, and the house trailer were gone, and he stood before the ruins of his Volvo with an entirely new set of questions nagging him. The roof of the station wagon was now mashed down to level with the hood, three of the four tires were blown, and on the ground, all around the car, were the tracks of what had to be a very, very large animal. There were two trails that had matted down the grass leading away from the shed and over the hill. One, obviously, was the track of a person. The other was wider than the dirt road that led into the ranch. Theo dug into the Volvo for his gun and cell phone, having no idea what to do with either of them. There was no one to call – and certainly no one he wanted to shoot. Except maybe Sheriff John Burton. He searched the area, found Joseph Leander's gun, and tucked it into the waistband of his jeans. The keys were still in the red four-wheeler, and after a minute of measuring the ethics of â€Å"borrowing† the truck against having been kid-napped, handcuffed, and almost killed, he climbed into the truck and took off across the pasture, following the double trail. Gabe Gabe and the rancher stood over the pulverized remains of the Holstein, waving flies away from their faces, while Skinner crouched a few yards away, his ears back, growling at the mess. The rancher pushed his Stetson back on his head and shuddered. â€Å"My people have been running dairy and beef cattle on this land for sixty years, and I ain't never heard or seen anything like it, Gabe.† His name was Jim Beer. He was fifty-five, going on seventy, leathery from too much sun and stress, and there was a note of the sad lonely under everything he said. He was tall and thin, but stood with the broken-backed slouch of a beaten man. His wife had left him years ago, driving off in her Mercedes to live in San Francisco and taking with her a note worth half the value of Jim Beer's thousand acres. His only son, who was to have taken the ranch over, was twenty-eight now and was busy getting thrown out of colleges and into rehabs all over the country. He lived alone in a fourteen-room house that rattled with emptiness and seemed to suck up the laughter of the ranch hands, who Jim fed in his enormous kitchen every morning. Jim was the last of his breed, and he would forever trace the beginning of his downfall to an affair he'd had with the witch who once lived in Theo's cabin at the edge of the ranch. Cursed he was, or so he believed. If the witch hadn't run off ten years ago with the owner of the general store, he would have been sure the mutilated cattle was her doing. Gabe shook his head. â€Å"I have no idea, Jim. I can take some samples and have some test run, but I don't even know what we are looking at here.† â€Å"You think it was kids? Vandals?† â€Å"Kids tip cows over, Jim. These look like they've been dropped from thirty thousand feet.† Gabe knew what appeared to have happened, but he wasn't willing to admit it. There wasn't a creature alive that could have done this. There had to be another explanation. â€Å"So you're saying aliens?† â€Å"No, I am definitely not saying aliens. I'm not saying aliens.† â€Å"Something was here. Look at the tracks. Satanic cult?† â€Å"Damn it, Jim, unless you want to be on the cover of Crackpot Weekly, don't talk that way. I can't tell you what did this, but I can tell you what didn't. This was not aliens, or Satanists, or Bigfoot on a binge. I can take some samples and run some tests and then maybe, maybe, I can tell you what did this, but in the meantime, you should call the state ag guys and get them out here.† â€Å"I can't do that, Gabe.† â€Å"Why not?† â€Å"I can't have strangers running around on my land. I don't want this gettin' out. That's why I called you.† â€Å"What's that?† Gabe held up a finger to hold his place in the conversation, then looked to the hills: the sound of an engine. In a second a red four-wheel-drive pickup appeared on the hill headed toward them. â€Å"You'd better go,† Jim Beer said. â€Å"Why?† â€Å"You'd just better. Nobody's supposed to be on this side of the ranch but me. You need to go.† â€Å"This is your land?† â€Å"Let's jump in your truck, son. We need to go.† Gabe squinted to get a better look at the truck, then waved. â€Å"That's Theo Crowe,† he said. â€Å"What's he doing in that thing?† â€Å"Oh shit,† Jim Beer said. Theo pulled the truck up next to Gabe's, skidded to a stop, and crawled out. To Gabe, the constable looked pissed off, but he couldn't be sure, having never seen the expression on Theo before. â€Å"Afternoon, Gabe, Jim.† Jim Beer looked at his boots. â€Å"Constable.† Gabe noticed that Theo had two pistols stuck in his jeans and was half-covered with dust. â€Å"Hi, Theo. Nice truck. Jim called me out to take a look†¦Ã¢â‚¬  â€Å"I know what that is,† Theo said, tossing his head toward the mashed cow. â€Å"At least I think I do.† He strode up to Jim Beer, who seemed to be trying to sink into a hole in his own chest. â€Å"Jim, you got a crank lab back there turning out enough product to hype all of Los Angeles. You wanna tell me about it?† The life seemed to drain out of Jim Beer and he fell to the ground in a splay-legged sit. Gabe caught his arm to keep him from cracking his tailbone. Beer didn't look up. â€Å"My wife took a note for half the ranch when she left. She called it in. Where else was I going to get three million dollars?† Gabe looked from Jim to Theo as if to say, â€Å"What the hell?† â€Å"I'll explain later, Gabe. I have something I have to show you anyway.† Theo pushed Jim Beer's Stetson back so he could see the rancher's face. â€Å"So Burton gave you the money so he could use your land for the lab.† â€Å"Sheriff Burton?† Gabe asked, totally confused now. â€Å"Shut up, Gabe,† Theo snapped. â€Å"Not all of the money. Payments. Hell, what could I do? My grandfather started this ranch. I couldn't sell off half of it.† â€Å"So you went into drug dealing?† â€Å"I ain't never even seen this lab you're talking about. Neither have my hands. That part of the ranch is off-limits. Burton said he had you in the cabin to keep anyone from coming in the back gate. I just run my cattle and mind my own business. I never even asked Burton what he was doing out there.† â€Å"There million dollars! What the hell did you think he was doing? Raising rabbits?† Jim Beer didn't answer, he just stared at the ground between his legs. Gabe held his shoulder to steady him and looked to Theo. â€Å"Maybe finish this later, Theo?† Theo turned and walked in a tight circle, waving his hands in the air as if chasing away annoying spirits. â€Å"You okay?† Gabe asked. â€Å"What the fuck do I do now? What do I do? What am I supposed to do?† â€Å"Calm down?† Gabe ventured. â€Å"Fuck that! I got murders, drug manufacturing, some fucking giant animal of some kind, a whole town that's gone nuts, my car is mashed, and I have a crush on a crazy woman – I don't have the training for this! No one has the fucking training for this!† â€Å"So calming down isn't an option right now?† Gabe said. â€Å"I understand.† Theo interrupted his anxiety Tilt-A-Whirl and wheeled on Gabe. â€Å"And I haven't smoked any pot in a week, Gabe.† â€Å"Congratulations.† â€Å"It's made me insane. It's ruined my life.† â€Å"Come on, Theo, you never had a life.† Gabe immediately realized that perhaps he had chosen the wrong tack in consoling his friend. â€Å"Yeah, there's that.† Theo strode to the red truck and punched the fender. â€Å"Ouch! Goddamn it!† He turned to Gabe again. â€Å"And I think I just broke my hand.† â€Å"Mad cow disease worries me,† Jim Beer said from his stupor of defeat. â€Å"Shut up, Jim,† Gabe said. â€Å"Theo has a gun.† â€Å"Guns!† Theo shouted. â€Å"I stand corrected,† said Gabe. â€Å"You mentioned a giant animal?† Theo massaged his temples as if trying to squeeze out a coherent thought. After a few minutes, he walked to where Jim Beer was sitting and kneeled down in front of him. â€Å"Jim, I need you to pull it together for a second.† The rancher looked at Theo. Tears had traced the creases in his cheeks. â€Å"Jim, this never happened, okay? You haven't seen me and you haven't heard anything from this side of the ranch, okay? If Burton calls you, everything is standard operating procedure. You know nothing, you understand?† â€Å"No, I don't understand. Am I going to jail?† â€Å"I don't know that, Jim, but I do know that Burton finding out about this will only make it worse for every one. I need some time to figure some things out. If you help, I'll do my best to protect you, I promise.† â€Å"Okay.† Beer nodded. â€Å"I'll do what you say.† â€Å"Good, take Gabe's truck home. We'll pick it up in an hour or so.† Skinner watched all this with heightened interest, tentatively wagging his tail between Theo's tirades, hoping in his heart of hearts that he would get a ride in that big red truck. Even dogs harbor secret agendas. â€Å"Theo, these can't be real,† Gabe said, running his hand over a footprint nearly three feet across. â€Å"This is some sort of hoax. Although the depth of the claw impressions and the scuffing would indicate that whoever did this really knows something about how animals move.† Theo was fairly calm now, as if he had settled into the whole unreality of the situation. â€Å"And they know something about crushing a Volvo too. They're real, Gabe. I've seen a track like this before.† â€Å"Where?† â€Å"By the creek, the night the fuel truck blew up. I didn't want to believe it then either.† Gabe looked up from the track. â€Å"That's the night I had the mass exodus with my rats.† â€Å"Yep.† â€Å"There's no way, Theo. That couldn't be what happened. A creature that could leave tracks like this would dwarf a T. Rex. There hasn't been anything this size on the planet for sixty million years.† â€Å"Not anything we know about. Look, Gabe, I followed the trail through the grass to the mutilated cows. I thought that was where they went, but evidently that's where they just came from.† â€Å"They? You think there's more than one?† â€Å"So you accept that this thing is real?† â€Å"No, Theo. I'm just asking what you think.† â€Å"I think that this thing was with Molly Michon.† Gabe laughed. â€Å"Theo, I think the withdrawal has you addled.† â€Å"I'm not joking. Molly was here right after I heard my car getting crunched. She gave me the keys to the handcuffs. When I came out, she was gone, and so were Joseph Leander and whoever he came here to see.† â€Å"So what do you think happened to them?† â€Å"The same thing that happened to those cows. Or something like it. The same thing that I think happened to the Plotznik kid. The last time anyone saw him was at the Fly Rod Trailer Court. That's where Molly lives.† Gabe stood and looked around at the pattern of tracks. â€Å"You haven't been into town today, have you, Theo?† â€Å"No, I've been busy.† â€Å"Les from the hardware store is missing. They found his truck behind the Head of the Slug, but there's no sign of him.† â€Å"We've got to go to Molly's, Gabe.† â€Å"We? Theo, I'm a biologist, not a cop. I say we try and track whatever this is. Skinner's a pretty good tracker. I'd bet we find an explanation that doesn't involve some sort of giant creature.† â€Å"I'm not a cop anymore either. And what if we track this thing and you're wrong, Gabe? Do you want to meet up with whatever did that to my car? Those cows?† â€Å"Well, yes, I do.† â€Å"We can do that later. It shouldn't be too hard. Whatever it is, it's pulling a house trailer.† â€Å"What?† â€Å"There was a trailer here when Leander took me into the shed. When I came out, it was gone.† Gabe checked his watch. â€Å"Have you eaten today? I'm not questioning you, but maybe you're having a hypoglycemic reaction or something. Let's go get some dinner and when your head clears, we can go by Molly Michon's.† â€Å"Right, I'm hallucinating from a bad case of the munchies.† Gabe grabbed his shoulder. â€Å"Theo, please. I have a date.† Theo nodded. â€Å"Molly's first. Then I'll go to dinner.† â€Å"Deal,† Gabe said, still staring at the tracks. â€Å"I want to come back here with some casting materials. Even if this is a hoax, I want a record of it.† Theo started for the truck and pulled up when he heard the sound of a cell phone ringing inside the shed. He walked into the shed, located the cell phone, and looked at the display for the number that was ringing in. It was Burton's private number. He drew his .357 Magnum and blew the phone into a thousand pieces. He walked out of the shed to find Gabe hiding behind the fender of the red truck and Skinner cowering in the bed. â€Å"What in the hell do you mean, you have a date?†