Baz Luhrmanns Romeo And Juliet Review Film Studies Essay

Baz Luhrmanns Romeo And Juliet Review Film Studies Essay Baz Luhrmann brings a unique visual style to William Shakespeares renaissance tragedy Romeo and Juliet. Set in a modern Verona Beach, Luhrmann sets the assertive and trendy tone of his adaptation within a decaying Miami City. Within minutes, the opening TV prologue hurls us into the white-hot intensity of the two warring families, bombarding the audience with chaotic action scenes and passion. Constructing an edgy and dynamic environment, his brash interpretation uses rapid cuts and erratic zooming techniques to create a comic strip style sequence against the multicultural backdrop of the graffiti scattered streets of Verona. Though effective, the restlessness of the camera becomes confusing, slicing the action into short, sharp images that can mystify rather than illuminate. Such fervent action so soon into the film is dizzying and unexpected. Luhrmann attracts the audience with his lively cinema style, speeding up the action to hype up the confrontation and the rivalry of the two f amilies alongside an intense soundtrack of contemporary and popular music. As a contemporary film director, Luhrmann clearly values the younger audience who would usually only come into contact with Shakespeare in a school environment. This could explain the roaring energy of car engines and elaborate guns instead of horses and swords originally used in earlier productions. Encompassing the elegance of Shakespeares text, Luhrmann introduces the star crossed lovers in a tender exchange of affectionate eye contact across the shimmering light of an aquarium. The pair follow each other across the length of the glass in an enduring and delicately youthful and romantic moment, capturing the innocence of the fated pair. Luhrmann creates a sensual and glamorously romantic atmosphere whenever the lovers meet alone. The balcony and swimming pool scene in particular surrounds the pair in a glimmering sheen of water and light. Luhrmanns use of atmospheric lighting leaves the audience to swoon, drinking in the glow of the dreamy eyed couple as they exchange their most iconic and enduring dialogue. Though their love is prohibited by tradition, ego and prejudice in the society of Verona, Luhrmann exposes Shkespeares drama to a contemporary world without limits, modernising the play with radical scenes of drug use, drag queens and public brawls. A couple so concerned w ith the traditional morals of their families in a world of law breaking and promiscuity comes as a stark contrast which at times, is unconvincing. As the audience enjoy the rowdy and loose morality at the Capulet Ball, it is initially somewhat difficult to believe that two young people in love would not act upon their passionate attraction. However, the undeniable beauty of the couples love is infectious. As they lie in the church lit by thousands of candles, the beauty of Shakespeares romantic tale is undeniable in the soft, atmospheric style with which Luhrmann combines light and opulent religious design to glamorize the tragic scene in which the love affair comes to an end. The language used in this film is lifted from the pages of Shakespeares text; which is surprising and pleasing as the dialogue fits seamlessly into the style of the film. Luhrmann has stripped the dialogue right down the necessities in order to sell to a commercial younger audience who may not understand the complexities of the original dialogue. The bare bones of the text are delivered confidently, notably by Friar Lawrence. Actor Pete Postlethwaites portrayal of the Friar as a new age herbalist gives the audience a glimpse of Shakespearean imagery and rhythm as he optimistically agrees to marry the pair in a bid to turn the households rancour to pure love. Similarly, Harold Perrineaus portrayal of Mercutio adds an exotic and audacious tempo to the film. Perrineau portrays him as entrancing and compelling, emphasising Shakespeares skilfully witty character, which becomes most poignant during his speech before they are due at the house of Capulet. The volatile style in which he prese nts this famous speech builds from a jovial and bawdy exchange with Romeo at the steps of a run-down theatre, to an explosive and passionate conclusion. Delivered naturally, Luhrmann heightens suspense by climaxing the speech with a furiously bright light and sound of a single firework. The audience are brought to a peak of tension and anticipation, unsure where this volatile character will take them next. As well as presenting an aggressively modern adaptation with the setting and language of the play, Luhrmanns interpretation of Shakespeares tragedy is styled inventively by costume designer Kym Barrett. The clothing is eclectic and riotously colourful, complimenting the up-beat and psychedelic style of the film. Reflecting the disposition of the characters, Kym Barrett dresses the characters as a portrayal of their position in the society within the plot. The contrasting morality within the generations and conflicting traditions between the families is illustrated by the way they dress. The Capulet boys for instance, are dressed in smart and formal suits throughout the film, proudly reflecting their traditional Latino heritage which Luhrmann portrays. Creating a contrast, the Montague boys are dressed in very casual beach shirts and board shorts, illustrating the less mature and jovial features of their characters. In a comparison to the younger members of the cast, the parental and authoritative figures are dressed in expensive and regal clothing, suggesting the traditional values of their society. Both women at the head of each household are seen to be dressed in the luxurious clothing typical of wives of influential men. As their wealth is illustrated in the elegance and glamour of their dress, the authority that their husbands hold within the city is also established. It is interesting to note that Luhrmann includes a modern style drag queen in this adaptation, dressed in a provocative and bold sequined outfit. Though not unknown in the other Shakespearean plays, cross dressing, most involve women dressing as men. Mercutios flamboyant style of dress at the Capulets ball is an expression of sexuality ineffectual to the plot, not a central theme to the resolution of the plot as in many of Shakespeares plays. Luhrmann heightens the aesthetic sexuality in his film adaptation to attract a younger and more contemporary audience. The romantic characters of the fil m remain innocent. Dressed to reflect her youth, Clare Danes instils the naivety and youthfulness of Juliet in a modest white dress and plain style of hair and make-up. Similarly, Romeo reflects her adolescence and compliments her dress, choosing a simple black suit and tie. Before they fall in love, the audience can pick up on their compatibility by the harmonizing styles of the lovers. The costumes and setting of the film generate an up-beat and boldly elaborate overall vision. The audience are bombarded by an audacious and lively interpretation complimented by an energetic soundtrack and attractive cast. Though incredibly pleasing on the eye, Luhrmanns concentration on the aesthetics of the film does sacrifice the story and dialogue for style. However, this interpretation of Shakespeares classic does bring renaissance drama into the 21st century. Luhrmann tells the story in an edgy and fast paced film which smashes the Shakespeares stereotype of stodgy, uninteresting plays that are difficult to understand. As a director, Baz Luhrmann revisits the play with great attention, choosing to only leave out scenes that are really futile to the plot. This may be due to the audience his film is designed for, catering for the commercial audience who require more of the action and romance than the subtleties of Shakespeares dialogue. His style of directing is sometimes intrusive, zooming in and speeding up the action in a way which draws the audience in, almost too close to the drama. His wild style of filming places the audience into the action immediately, which at times, particularly the opening scene, is obtrusive and gaudy. This adaptation of Romeo and Juliet is significant in that only one other film edition is recognised with the same commercial acknowledgement. Franco Zeffirellis 1968 adaptation is a traditional take on the play, set in the 15th century Renaissance period and filmed entirely in Italy. With only one other well-known film version of the play, Luhrmanns film has become an important alternative to the conventional style of renaissance drama. Largely shot in Mexico City, there is a strong unapologetic ambience, giving the film more of an attitude than the traditional setting of Verona. Luhrmanns definitive rendition of the play is outrageously narcissistic and easy on the eye, opening the world of Shakespeare to a wider audience in a contemporary and brash interpretation that leaves the commercial audience wanting more of Shakespeares compelling drama.

International Business- Failure of Joint Venture as a Result of Culture Essay

1. Joint venture between TCL and Alcatel In 2004, TCL Technology Holdings Limited, a multinational electronics conglomerate from Huizhou, China entered into a mobile phone manufacturing Joint Venture with Alcatel, a global corporation in telecommunication equipments, services and applications from Paris, France, in a bid to foray into the global market. The joint venture company – TCL and Alcatel Mobile Phones Ltd (TAMP) – managed research and development (R&D), sales and distribution of mobile handsets and related products and services (TCL 2011). TCL invested 55 million euros to garner a fifty five percent stake while Alcatel put in 45 million euros along with its mobile handset business for the remaining forty five percent share (China Daily 2004). The two corporations each possessed individual strengths that they believed, when joined in partnership, would establish their stronghold in the competitive mobile phone industry and further their geographical reach in sales. TCL is a distinguished brand that fronts the China market and has a vantage point as a low cost manufacturing base in Asia. Alcatel is a leading player in Europe and Latin America and has operations in more than 130 countries. It could contribute an extensive sales network as well as its high aptitude in R&D (TCL 2011). Alcatel also provided patents to TCL, who did not own its own technology, to enable its entry into markets that have intellectual property (IP) rights requirements (Zhu 2005). TCL at that time had faced a waning domestic market and needed Alcatel to help it expand into newer international markets while Alcatel believed that TCL’s lead in manufacturing would improve its product offering that would better meet the varying needs of its customers worldwide. According to Morgan Stanley, a multinational financial services provider, the joint venture (TAMP) had enormous potential to place seventh to become one of the global leaders in the industry (TCL 2011). TAMP began operations in September 2004. However, only 8 months into the joint venture, by the end of the first quarter of 2005, TAMP had reported a loss of 36 million euro (Li 2011). As a result, TCL bought out Alcatel’s 45 percent share in TAMP to solely take over the venture. The TCL-Alcatel (T&A) collaboration had failed. The transaction took place in the form of an exchange of stocks where Alcatel transferred its TAMP shares to TCL in return for a 5 percent share in the latter’s firm. Because the venture had ended prematurely, Alcatel also paid 20 million  euros in compensation to TCL for the withdrawal of IP rights it had rendered to TAMP (Zhu 2005). After the termination of the joint venture, TCL began to draw profits again in the following year (Li 2011). 2. Problems of the joint venture The failure was attributed to high inherent production costs of managing an international corporation and the underlying financial problems of Alcatel that existed prior to the joint venture that impeded TAMP’s profit goals (Zhu 2005) therefore made it hard to revive the business. Ernst & Young’s (2011) financial reports revealed that Alcatel suffered net operation losses of 400 million euro in 2001 and is a plausible reason why it had been eager to sell its shares to TCL in the first place – to rid the loss making assets (Zhu 2005). But to a large extent, stark cultural differences in working styles between the Chinese and French had a role to play in the lead to its eventual failure. Despite their industrious attempt at internationalizing the business, the Chinese had a perennial lack of understanding of the European culture and were inexperienced in managing international human resource (Monks 2012). This caused friction amongst the employees, who are the building blocks of a company, thus eventually eroded the viability of the collaboration. 3. Culture in IB Culture is an integral part of international business. Every country exhibits a unique set of culture that is distinct from another and has a considerable effect on the way people work and function in their workplace. It is a basis upon which organizations strategize and shape their operations and decisions (Reis, Ferreira and Santos 2011) as well as influence the way they negotiate (Graham, Mintu and Rodgers 1994). Therefore it is critical to learn and understand the cultures of the countries in which you are interested to do business because differences in culture potentially give rise to misunderstandings in the workplace where people have inaccurate perceptions  of each other (Wursten,Lanzer and Fadrhonc 2012), so when managers have awareness of differences, they can alter the way they manage their foreign employees. This is supported by Luo (1999), who found that an understanding of host country culture improved overall business performance. Entering into joint ventures with local firms is an advantageous mode of entry that allows foreign MNCs to acquire local knowledge (Makino and Delios 1996) and this was the strategy taken by TCL in its entrance into France. However, the Chinese firm still faced huge problems of ‘culture conflict’ (Yao and He 2005, p.34). 4. Why it faced difficulties Over the past decade, China had been aggressive in reaching out to the world through its outward foreign direct investment (FDI) policies. Figures from the 2006 Statistical Bulletin of China’s Outward Foreign Direct Investment show that outward FDI of China increased 18.5 billion from 2002 to 2006 (Ministry of Commerce of China 2007). Declining domestic demand and ailing revenues had been a motivation and the confidence from having many years of international experience from foreign MNCS operating in its country had primed China for its own global advance (Lyles and He 2008). Yet there lay fundamental problems in the execution. 4.1 Cultural Differences between TCL and Alcatel There are distinct differences in working styles of employees in Alcatel and TCL due to the intrinsic cultural differences between these two countries. How will management adapt to it is specific to culture as managers are products of their own culture with its own set of beliefs and values and manners of expression and will go on to organize its people effectively according to this very culture so it follows that what works for a particular culture might not necessarily work for another (Wursten 2008). Some friction was observed in the interaction between TCL and Alcatel employees and cooperation between the two managements due to personal perceptions of each other. In an interview conducted by Li Jing (2011), associate professor at Simon Fraser University, for the vice presidents of TCL – Well Lu (TCL) and Laurent Labbe (Alcatel) -, the issue of cultural differences between the two firms was discussed. 4.1.1 Conservatives v Risk Takers The French adopts a more conservative approach when it comes to decision-making. Conservatism is associated with the uncertainty-avoidance (UAI) dimension ( Doupnik and Riccio 2006) and France has one of the highest UAI index at 86 indicating that they are not comfortable with ambiguous situations and will take measures to avoid them (Hofstede 2001). They ‘think a lot before doing something’ (Li 2011, p.3), because in their country, mistakes are unacceptable (Bowie 2008). As a result, Frenchmen are averse to risk (Bowie 2008). Out of 500 employees from Alcatel, only 70 remained in the joint venture company because the perception is that there will be no job security and they cannot afford taking this risk (Li 2011). High turnover rates lower the productivity of a business (BizFilings 2012). Conversely the Chinese are more willing to take risks. This is reflected in their low UAI score of 30. They accept ambiguity, are adaptive to change and make decisions based on a pragmatic approach (Hofstede 2001). However a point to note is that, although China is generally open to risk taking, it tends to embark on lengthy considerations that can notably delay decision-making (RSM International 2010). This would test the patience of its French counterpart and frustrate the relationship. This divergence in attitude and multi-faceted culture causes a struggle in reaching decisions when both parties are set in their own ways about an approach. 4.1.2 Individualists v Collectivists Alcatel’s is a predominantly individualist culture where work relationship is upon the basis of a contract, which underlines the concept of professionalism and have marked definition of an employee’s job responsibilities (Li 2011). TCL, in contrast, is primarily a collectivist culture where people work in the interests of the group (Hofstede 2001). This is reflected in its corporate culture where it wants its employees to feel belonging to the company, to treat it like home (Li 2011). But during the joint venture, as the company grows at an accelerated pace, the nature of the jobs became vague and necessitated a TCL working style. The French are a high-minded group so competition typically prevail teamwork (Kenna and Lacy 1994) at the work place which meant many Alcatel employees were removed from their comfort zone. 4.1.3 Varying degree of acceptance of power Moreover, as France is also an uncertainty avoidance society, there was further disorientation when there was no clear example from top management how they were supposed to work (Li 2011). France and China are both large power distance societies but employ different types of power (Zheng 2010). The French are more accustomed to legitimate power, which is the power that imposes a sense of responsibility or obligation on them (Zheng 2010) and value strong leadership and tight controls (Bowie 2008). But this was not the approach used by the TCL as it tended to be more abrasive and did not agree with a very important aspect of Chinese culture – Harmony. Chinese people manage work relationships with harmony in mind and also the concept of giving everyone ‘face’ (Zheng 2010) so the difference in styles puts the French in discomfiture, and the Chinese in confusion as to why the French was being less than efficient therefore affecting the company’s productivity that would affect the bottom line of the business. 4.1.4 ‘Lazy’ v Driven Individuals Lu admits that he ‘used to subscribe to the stereotype that Frenchmen are lazy’ and ‘are more relaxed’ when it comes to work attitudes (Li 2011, p.3). Laziness is perceived as a negative characteristic and might draw disapproval from other co-workers. However it must be understood that the  French are not really ‘lazy’ but are Polychronic people (Hall 2000). Polychronic people are described in Hall’s cultural theory to have a tendency not to keep a tight structure on their time and work at their own pace, also preferring not to make elaborate plans so (Suntsova 2009) therefore giving the impression of being lazy. The Chinese are, like the French, Polychronic (Hall 2000). But to a large degree they are also a masculine society, according to Hofstede’s cultural dimensions (2001), with a high score of 66. In masculine societies, people are motivated to be the best they can be, where great emphasis is placed on achievement and success. Labbe (Li 2011) had described the Chinese as workers with tremendous drive and ambition. On the other hand France is a more feminine society scoring 43, which implies that they are more concerned about the quality of life. For example, France has a liberal welfare system in place that entails short 35 hour work weeks. Labbe (Li 2011, p.3) agrees that the Frenchmen are ‘satisfied with just working for a base salary’. Thus TCL (Chinese) employees who are more masculine, will be disposed to think that their Alcatel colleagues (French), who are feminine and polychronic, are lazy and unmotivated workers, which is a careless observation, because eventually the work is accomplished, only the work is done in a different manner. This misconception leads to resentment amongst employees. 4.2 Lack of international management experience To add to the problem, TCL, like many Chinese firms lack real experience in managing an international business. MNCs’ operating in external markets face liability of foreignness (LOF) where they are at a disadvantage to local firms due to unfamiliarity of host country conditions (Hymer 1976). They have to overcome the liabilities by forging competitive advantages against local firms or fine-tune managerial learning about host markets to reduce LOF while local firms do not have to make as much adjustments in comparison (Petersen and Pedersen 2002). Therefore while many years of having foreign MNCs in China allowed these MNCS to accrue experience from their overseas ventures, the Chinese firms, who although to a large measure were part of the internationalization process, were only at the receiving  end and had not really garnered real managerial experience in operating internationally. When it was down to the actual initiation into international markets such as the US and in this case Europe France, China was confronted by its own set of LOF and was unable to reconcile the divergent national and corporate cultures (Thomsen and Nicolas 2008) between the two countries so it faced difficulties in managing its French employees in TAMP. 5. Solution The general idea one gets from reading related literature about culture in international business is that, differences in culture is a source of misunderstandings and miscommunication that will invariably present itself as a threat to the productivity of business. And the solution would be to understand these differences in culture, to have knowledge of them, so that we can reduce some of these problems (Pilhofer 2011). While it is very useful for us to gain cultural understanding, conventional literature conveys a negative notion in relation to it. It seems to be implying an obligation and necessity to learn about culture to avoid failing the business. Essentially there is nothing fundamentally wrong with this notion but this would only lead to people withdrawing from interaction with other cultures altogether if they fear failure and negative situations (Pilhofer 2011). If I were in charge of the joint venture, I would ensure that the employees gain an appreciation and respect for culture. They need to view cultural learning positively, see it as learning how different others’ cultures are from theirs and use it to adapt accordingly so as to achieve the business objectives (Ferraro 2009). Learn that negative situations such as misunderstandings are inevitable, but even those can be regarded positively in terms of a new experience (Pilhofer 2011). It is not as much the knowledge than what you do with it. To achieve this, management must first introduce this idea of openness to its employees to gradually overcome their innate ethnocentrism (Ferraro 2009). With inculcation and education, over time I believe it will form part of the company’s corporate culture. When work is done in a more positive and respectful atmosphere, performance can be more productive (Ferraro 2009), than in a stressful environment. Going forward, TCL needs to gain more experience in managing people internationally by undertaking more international endeavors. However they cannot enter heedlessly and will need to study the new markets and their cultures and create a plan. Some difficulties would still be faced but they could learn from it. 6. Conclusion The joint venture between Alcatel and TCL failed chiefly due to its existing financial situation. However for the most part, the friction experienced by employees from both companies because of 1. lack of understanding of cultural disparities in work styles and 2. inadequate international experience of TCL’s management had undermined the potential effectiveness of the joint venture, inevitably leading to its failure. Culture is a very elemental factor in International Business today. Business partners face challenges in working with people from other cultures. If there is no knowledge and understanding, firms would not be able to make adjustments accordingly to best achieve their business goals. But cultural knowledge should be learned with a positive motivation rather than attaching negative consequences to it. People need to gain an appreciation and respect for other cultures to be able to work in them effectively. Word count: 2640

Theory Definition in Science

The definition of a theory in science is very different from the everyday usage of the word. In fact, its usually called a scientific theory to clarify the distinction. In the context of science, a theory is a well-established explanation for scientific data. Theories typically cannot be proven, but they can become established if they are tested by several different scientific investigators. A theory can be disproven by a single contrary result. Key Takeaways: Scientific Theory In science, a theory is an explanation of the natural world that has been repeatedly tested and verified using the scientific method.In common usage, the word theory means something very different. It could refer to a speculative guess.Scientific theories are testable and falsifiable. That is, its possible a theory might be disproven.Examples of theories include the theory of relativity and the theory of evolution. Examples There are many different examples of scientific theories in different disciplines. Examples include: Physics: the big bang theory, atomic theory, theory of relativity, quantum field theoryBiology: the theory of evolution, cell theory, dual inheritance theoryChemistry: the kinetic theory of gases, valence bond theory, Lewis theory, molecular orbital theoryGeology: plate tectonics theoryClimatology: climate change theory Key Criteria for a Theory There are certain criteria which must be fulfilled for a description to be a theory. A theory is not simply any description that can be used to make predictions! A theory must do all of the following: It must be well-supported by many independent pieces of evidence.It must be falsifiable. In other words, it must be possible to test a theory at some point.It must be consistent with existing experimental results and able to predict outcomes at least as accurately as any existing theories. Some theories may be adapted or changed over time to better explain and predict behavior. A good theory can be used to predict natural events that have not occurred yet or have yet to be observed. Value of Disproven Theories Over time, some theories have been shown to be incorrect. However, not all discarded theories are useless. For example, we now know Newtonian mechanics is incorrect under conditions approaching the speed of light and in certain frames of reference. The theory of relativity was proposed to better explain mechanics. Yet, at ordinary speeds, Newtonian mechanics accurately explains and predicts real-world behavior. Its equations are much easier to work with, so Newtonian mechanics remains in use for general physics. In chemistry, there are many different theories of acids and bases. They involve different explanations for how acids and bases work (e.g., hydrogen ion transfer, proton transfer, electron transfer). Some theories, which are known to be incorrect under certain conditions, remain useful in predicting chemical behavior and making calculations. Theory vs. Law Both scientific theories and scientific laws are the result of testing hypotheses via the scientific method. Both theories and laws may be used to make predictions about natural behavior. However, theories explain why something works, while laws simply describe behavior under given conditions. Theories do not change into laws; laws do not change into theories. Both laws and theories may be falsified but contrary evidence. Theory vs. Hypothesis A hypothesis is a proposition which requires testing. Theories are the result of many tested hypotheses. Theory vs Fact While theories are well-supported and may be true, they are not the same as facts. Facts are irrefutable, while a contrary result may disprove a theory. Theory vs. Model Models and theories share common elements, but a theory both describes and explains while a model simply describes. Both models and theory may be used to make predictions and develop hypotheses. Sources Frigg, Roman (2006). Scientific Representation and the Semantic View of Theories. Theoria. 55 (2): 183–206.  Halvorson, Hans (2012). What Scientific Theories Could Not Be. Philosophy of Science. 79 (2): 183–206. doi:10.1086/664745McComas, William F. (December 30, 2013). The Language of Science Education: An Expanded Glossary of Key Terms and Concepts in Science Teaching and Learning. Springer Science Business Media. ISBN 978-94-6209-497-0.National Academy of Sciences (US) (1999). Science and Creationism: A View from the National Academy of Sciences (2nd ed.). National Academies Press. doi:10.17226/6024 ISBN 978-0-309-06406-4.  Suppe, Frederick (1998). Understanding Scientific Theories: An Assessment of Developments, 1969–1998. Philosophy of Science. 67: S102–S115. doi:10.1086/392812

Global Warming On Coral Reefs Essay - 1294 Words

Global Warming on Coral Reefs The Great Barrier Reef is the largest coral reef in the world. According to Lewis (2016), it covers more than 300,000 square kilometers and has more than 3,000 reefs, 600 islands, and 300 coral cays. (Immediate response on social media section, para. 4). Because of high sea temperatures, the algae on the coral become stressed and release from the coral, which causes coral bleaching. As the coral reef is normally bright with color, the bleaching has caused the coral to become dull and lifeless. The marine life use this coral for shelter and food. Without the live coral reefs, the fish are dying of illness, variety of species are disappearing, and economy businesses are not productive. Richard Vevers is the chief executive of the Ocean Agency and a professional diver. Vevers is chief of coral bleaching, which he travels the world documenting dead and dying coral reefs. On one of his dives, Vevers (2016) stated, I can’t even tell you how ba d I smelt after the dive – the smell of millions of rotting animals. The hard corals were dead and covered in algae, looking like they’ve been dead for years. The soft corals were still dying and the flesh of the animals was decomposing and dripping off the reef structure. Fish can no longer use the coral structure as shelter – blocked by the plants – and before long the coral structures themselves are likely to collapse, leaving little chance of full recovery within the next 10 years.Show MoreRelated The Effects of Global Warming On Coral Reefs Essay976 Words   |  4 PagesThe Effects of Global Warming On Coral Reefs Graphs Missing Introduction: The effects of global warming touch every human, animal, plant, ocean, landmass, and atmosphere level on this planet. The numerous effects of global warming are mixes of good and bad results, depending on how your definition of good results and bad results are. 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