Life of Cochise, Apache Warrior and Chief

Cochise (ca. 1810–June 8, 1874), perhaps the most powerful Chiricahua Apache chief in recorded times, was an influential player in the history of the U.S. southwest. His leadership came during a critical period in North American history, when shifting political relationships between Native American and European Americans resulted in a complete reconfiguration of the region. Fast Facts: Cochise Known For: Chiricahua Apache chief from 1861–1864Born: ca. 1810 in southeastern Arizona or northwestern SonoraDied: June 8, 1874 in the Dragoon Mountains, ArizonaSpouses Names: Dos-teh-seh and a second wife, whose name is not knownChildrens Names: Taza, Naiche, Dash-den-zhoos, and Naithlotonz Early Years Cochise was born around 1810, in either southeast Arizona or northwest Sonora, Mexico. He was destined for leadership: his father, most likely a man named Pisago Cabezà ³n, was the head chief of the Chokonen band, one of four bands in the Apache tribe. Cochise had at least two younger brothers, Juan and Coyuntura (or Kin-o-Tera), and one younger sister. As is traditional, Cochise received his name Goci as a young adult, which in the Apache language means his nose. There are no known surviving photographs of Cochise, who was described as a striking-looking man with black hair to his shoulders, a high forehead, prominent cheekbones, and a large, handsome Roman nose.   Cochise wrote no letters. His life was documented during a series of interviews conducted during the end of his life. The information from those interviews is somewhat contradictory, including the spelling of his name (variations include Chuchese, Chis, and Cucchisle). Education The Apaches of the 19th century followed a traditional hunting and gathering lifestyle, which they supplemented with raids when hunting and gathering alone could not feed their families. Raiding involved attacking ranches and ambushing travelers in order to steal their supplies. The raids were violent and often left victims wounded, tortured, or killed.  Although there are no specific records about Cochises education, anthropological studies and oral and written histories from the Apache community describe the learning processes for prospective warriors, which Cochise would have experienced. Young boys in the Apache world were separated from young girls and began training in the use of the bow and arrow at the age of six or seven. They played games which emphasized speed and agility, physical strength and fitness, self-discipline and independence. At 14, Cochise likely began training as a warrior, starting as a novice (dikhoe) and practicing wrestling, bow and arrow contests, and foot races. Young men played the role of trainee at their first four raids. During the first raid, they performed menial camp chores, such as making beds, cooking, and standing guard. After completing his fourth raid, Cochise would have been considered an adult. Indian–White Relations At the time of Cochises youth, the political climate of southeastern Arizona and northeastern Sonora was fairly quiet. The region was under the control of the Spanish, who had skirmished with the Apaches and other tribes in the region but settled on a policy that brought a kind of peace. The Spanish aimed to replace Apache raiding with the provision of rations from established Spanish outposts called presidios.   This was a deliberately planned action on the part of the Spanish to disrupt and destroy the Apache social system. Rations were corn or wheat, meat, brown sugar, salt, and tobacco, as well as inferior guns, liquor, clothing and other items designed to make the Native Americans dependent on the Spanish. This did bring peace, which lasted nearly forty years, until near the end of the Mexican Revolution in 1821. The war seriously depleted the treasuries, rationing broke down slowly, and disappeared entirely when the Mexicans won the war.   As a result, the Apaches resumed their raiding, and the Mexicans retaliated. By 1831, when Cochise was 21 years old, hostilities were so extensive that, unlike earlier times, nearly all of the Apache bands under Mexican influence participated in raiding and conflicts.   Early Military Career The first battle that Cochise probably participated in may have been the three-day battle from May 21–23, 1832, an armed conflict of Chiricahuas with Mexican troops near the Mogollon Mountains. Three hundred warriors led by Pisago Cabezà ³n lost after the last eight-hour battle under 138 Mexican men led by Captain Jose Ignacio Ronquillo. The following years were punctuated by a number of treaties signed and broken; raidings halted and resumed.   In 1835, Mexico put a bounty on Apache scalps and hired mercenaries to massacre them. John Johnson was one of those mercenaries, an Anglo living in Sonora. He was granted permission to track down hostiles and on April 22, 1837, he and his men ambushed and massacred 20 Apaches and wounded many more during a trading deal. Cochise was not likely present, but he and other Apaches sought revenge.   Marriage and Family In the late 1830s, Cochise married Dos-teh-seh (something at the campfire already cooked). She was the daughter of Mangas Coloradas, who led the Chihenne Apache band. Cochise and Dos-teh-seh had at least two sons—Taza, born 1842, and Naiche, born 1856. His second wife, who was from the Chokonen band but whose name is not known, bore him two daughters in the early 1860s: Dash-den-zhoos and Naithlotonz.   Cochises son Naiche, Hereditary Leader of the Chiricahua Apaches, taken by Adolph F. Muhr about 1898.   Library of Congress According to Apache custom, men lived with their wives after they married. Cochise most likely lived with the Chihenne for six to eight months. However, he had become an important leader in his fathers band, so he soon returned to Chokonen.   A (Temporarily) Settled Peace In early 1842, Cochises father — Pisago Cabezà ³n, leader of the Chokonen — was ready to sign an armistice with the Mexicans. Cochises father-in-law — Mangas Coloradas, leader of the Chihinne — disagreed. A treaty was signed on July 4, 1842, with the Apaches promising to cease all hostilities, and the Mexican government agreeing to feed them rations. Cochise drew rations with his wife in October, and Mangas, seeing that the Chokonen treaty would hold, decided to negotiate a similar treaty for his own band. In late 1842, that armistice was also signed.   This settled peace would not last long. In May of 1843, Mexican troops at Fronteras murdered six Chokonen men for no apparent reason. In late May, seven more Chiricahua men were murdered at the Presidio in Fronteras. In retaliation, Mangas and Pisago attacked Fronteras, killing two citizens and wounding another.   Deteriorating Conditions By 1844, conditions among the Apache bands in the region had deteriorated sharply. Smallpox arrived in the fall, and the supply of rations for the communities had sharply decreased. Mangas Coloradas and Pisago Cabezà ³n returned to the mountains by February 1845, and from there they conducted several raids on Sonora. Cochise would have participated in these raids.   In 1846, James Kirker, a mercenary sanctioned by the Mexican government, set out to kill as many Apaches as possible. On July 7, under the protection of a treaty, he hosted a feast at Galeana (in what is now Chihuahua state in Mexico) for 130 Chiricahuas, and then had them beaten to death in the morning. It was an ill-chosen moment, because in April of that year, fighting had broken out between the U.S. and Mexico, and Congress declared war on Mexico in May. The Apaches had a new and dangerous source of support, but they were rightly wary of the Americans.   In December of 1847, a war party of Apaches attacked the village of Cuquiarachi in Sonora and killed a longtime adversary, seven other men and six women, and captured six children. The following February, a large party attacked another town called Chinapa, killing 12 men, wounding six and capturing 42, mostly women and children.   Cochise Captured Throughout the summer of 1848, the Chokonen band carried on a siege of the fort at Fronteras. On June 21, 1848, Cochise and his Chokonen chief Miguel Narbona led an assault on Fronteras, Sonora, but the attack went awry. Narbonas horse was killed by cannon fire, and Cochise was captured. He remained a prisoner for about six weeks, and his release was only obtained by the exchange of 11 Mexican prisoners.   Apache Pass, Arizona, as viewed from Fort Bowie facing north.   Mark A. Wilson In the mid-1850s, Miguel Narbona died and Cochise became the principal chief of the band. In the late 1850s, United States citizens arrived in his country, first settling at Apache Pass, a station on the Butterfield Overland Mail Company route. For a few years, the Apaches maintained a tenuous peace with the Americans, who now provided sorely needed rations to them.   Bascom Affair, or "Cut the Tent" In early February 1861, U.S. Lieutenant George Bascom met Cochise at Apache Pass and accused him of capturing a boy who had in fact been taken by other Apaches. Bascom invited Cochise into his tent and told him he would hold him as a prisoner until the boy was returned. Cochise pulled out his knife, cut through the tent, and escaped into the nearby hills.   In retaliation, Bascoms troops captured five members of Cochises family, and four days later Cochise attacked, killing several Mexicans and capturing four Americans whom he offered in exchange for his relatives. Bascom refused, and Cochise tortured his prisoners to death, leaving their bodies to be found. Bascom retaliated by hanging Cochises brother Coyuntura and two nephews.  This event is known in Apache history as Cut the Tent. The Cochise Wars (1861–1872) Cochise became the dominant Chiricahua Apache chief, replacing the aging Mangas Coloradas. Cochises rage at the loss of his family members led to a bloody cycle of revenge and retaliation between the Americans and Apaches for the next 12 years, known as the Cochise Wars. For the first half of the 1860s, the Apaches maintained strongholds in the Dragoon mountains, moving back and forth attacking ranchers and travelers alike, and keeping control of southeastern Arizona. But after the U.S. Civil War ended, a massive influx of U.S. soldiers put the Apaches on the defensive.  Ã‚   By the late 1860s, the war continued sporadically. The worst event was an ambush and massacre by the Apaches of the Stone party in October of 1869. It was likely in 1870, when Cochise first met Thomas Jeffords (Red Beard), a stage driver for the Butterfield Overland Stage. Jeffords, who would become Cochises closest white friend, played a significant role in bringing peace to the American southwest.   Making Peace On October 1, 1872, true peace efforts were established at a meeting between Cochise and Brigadier General Oliver Otis Howard, facilitated by Jeffords. Treaty negotiations included a cessation of hostilities including raiding between the U.S. and Apaches, the safe passage of his warriors to their homes, and the creation of a short-lived Chiricahua Apache reservation, located initially in the Sulphur Spring Valley of Arizona. It was an agreement not on paper, but between two highly principled men who trusted one another.   The brigadier general Otis Howard made a lasting peace agreement with Cochise on October 1, 1872.   Hulton Archive/Getty Images The agreement did not include cessation of raiding in Mexico, however. American troops at Fort Bowie were prohibited from interfering with the Chokonens activities in Arizona. The Chokonens kept the terms of the treaty for three and a half years, but continued conducting raids in Sonora until the fall of 1873. Quotes After the Cut the Tent affair, Cochise is reported to have said: I was at peace with the whites, until they tried to kill me for what other Indians did; I now live and die at war with them.   In a conversation with his friend Thomas Jeffords, then the agent for the Chiricahua reservation, Cochise said: A man should never lie... if a man asks you or I a question we do not wish to answer, we could simply say I dont want to talk about that. Death and Burial Cochise became ill in 1871, probably suffering from abdominal cancer. He met with Tom Jeffords for the last time on June 7. In that final meeting Cochise asked that control of his band be passed on to his son Taza. He wanted the tribe to live in peace and hoped that Taza would continue to rely on Jeffords. (Taza went on to keep his commitments, but eventually, the U.S. authorities broke Howards covenant with Cochise, relocating Tazas band out of their homes and into Western Apache country.) Cochise died at the Eastern Stronghold in the Dragoon Mountains on June 8, 1874. The Eastern Stronghold in the Dragoon Mountains of southeastern Arizona. Mark A. Wilson   After his death, Cochise was washed and painted in war style, and his family buried him in a grave wrapped in blankets with his name woven into them. The sides of the grave were walled up about three feet high with stone; his rifle, arms and other articles of value were laid beside him. To give him transportation in the afterlife, Cochises favorite horse was shot within 200 yards, another killed about one mile away, and a third two miles away. In his honor, his family destroyed all the clothing and food stores they had and fasted for 48 hours. Legacy Cochise is known for his significant role in Indian-White relations. He lived and prospered by war, but died in peace: a man of great integrity and principle and a worthy leader of the Apache people as they experienced massive social change and upheaval. He is remembered as a fierce warrior as well as a leader of sound judgment and diplomacy. Eventually, he was willing to negotiate and find peace despite suffering the great loss of his family, tribe members, and way of living. Sources Seymour, Deni J., and George Robertson. A Pledge of Peace: Evidence of the Cochise-Howard Treaty Campsite. Historical Archaeology 42.4 (2008): 154–79. Print.Sweeney, Edwin R. Cochise: Chiricahua Apache Chief. The Civilization of the American Indian Series. Norman: University of Oklahoma Press, 1991. Print.—-, ed. Cochise: Firsthand Accounts of the Chiricahua Apache Chief. 2014. Print.—-. Making Peace with Cochise: The 1872 Journal of Captain Joseph Alton Sladen. Norman: University of Oklahoma Press, 1997. Print.

The Importance of Technology in Sports - 727 Words

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The Googley Way to Success Free Essays

At first glance, one might wonder if the employees in the Googleplex, the headquarters of Google located in Silicon Valley, California, actually did any serious work, or were they hired to simply loft around the complex. The company doesn’t seem to run the place like any other corporations I am aware of, much more organization order is something which does not reveal itself at Google. The employees, most often referred to as googlers; seem to have no problem in the way the company is run. We will write a custom essay sample on The Googley Way to Success or any similar topic only for you Order Now In fact, it appears that if we look closely, the chaotic atmosphere, that may be very bothering for other companies, is exactly why people choose to become googlers. What we have in Google, is company whose way of going about things coincides with its goal provide its patrons with fast (as in get them off the website as soon as possible, fast) service. As such, it demands its people to work in the same manner, fast-pace thinking, even pleased at the higher possibility of acting despite risks. Google states that its mission is â€Å"to organize the world’s information and make it universally accessible and useful†; this is anchored on the fact that Google itself grew out of one product/service, its search engine. Consequently, this is strengthened by the philosophies the company holds true, and promotes throughout its staff of techie and non-techie employees. The focus it appears is not the technology, rather CEO Eric Schmidt, co-founders, Larry Page and Sergey Brin, centered they’re attention on the people involved, user and googler. These individuals appeared to have mastered the concept of motivation for its people as well as customer satisfaction. The company works, as imbibe with its values, by letting these two elements work together. â€Å"Google puts users first when it comes to our online service; Google Inc. puts employees first when it comes to daily life in our Googleplex headquarters. There is an emphasis on team achievements and pride in individual accomplishments that contribute to the company’s overall success† (ten things Google has found to be true, 2007). No matter what theory of motivation one would apply to Google, we’d be able to see that it passes with flying colors. In emphasizing that Google’s aim is to provide something for the people, its users, it sends its employees a positive message and notion of what they’re doing. The heads of the company, exhibits how its end is always to keep its users happy and in turn make some profits; rather than prioritizing the latter, and hopefully make the customer satisfied. When employees are successfully able to grasp this, they can be motivated to do their jobs well. They can also find sincerity in the company’s concern for the wants of internet users, when they can feel this same care being projected to them by their company leaders. They know it’s not just a spiel for good publicity; values are indeed being placed in Google with the numerous perks that work to guarantee that each worker would be in the best working conditions that are appropriate in addressing the ends of the company. A person, who sees affirmation in the goals of the organization he is in, would more likely move to give back and imbibe such standards as the fitting way to work within. Now, let us see the effectiveness of Google job precept parallel to the job characteristics model, in order to see whether or not the company is able to set par. Hackman and Oldman purports that we should design jobs in such a way that the work itself can be a motivation to strive for better performance. We must for example pattern the development of job specifications based on core characteristics that would uplift three significant psychological states (meaningfulness, responsibility, and knowledge of the results) that are significant in producing a positive working outcome. Google places emphasis on their goal of providing users with useful and effective services, and they disseminate this to their employees in such a way that the latter sees themselves as part of a something that does something good for the people. This techno-altruistic fabric Google is enveloped in, makes being one of the weavers a worthwhile project for the self, its not just being part of a corporate tycoon, but doing something meaningful while satisfying the urge for a good paying career. One of the company values Google upholds is the care and trust it gives to the capacity of its people. It attempts to get tasks done with the least amount of managerial supervision as much as possible. It fosters a working atmosphere wherein regardless of what one’s rank in the corporate structure is; his/her ideas would be heard and valued. This also manifested in their belief of democracy in the web; in such a way that they allow users to really say their piece of what they want to see in a web application. Working in Google, allows inner growth, the latter makes it a point not to tie you up to the specifications of your job. In fact, they even order their engineers to devote 20% of their time pursuing their own ideas. This is hitting two birds with one stone, something which Google has been shown to be a master of. For one thing, it allows the right motivation that would allow the person enough leeway for individual growth. The employee sees himself not only as a worker but a potential leader; he is able to harness the feeling of being an influence. On the other hand, the corporation gains from the possible innovations its employees can cook up, amidst this network of brainstorming (individual and organizational levels), an idea as great as its search engine may arise. Through these means, Google is able to meet the googler’s expectations; it provides the same consideration in the people involved in the company in the same way it promises to deliver quick and reliable access to information on the internet. As such, the ambience in the Googleplex is also laid-back, convenient for both creative problem solving and challenging the notion of being the best; by asking for better than the best. The ordered chaos also personifies the demand for fast-pace thinking, action, and progress. The benefits given to Google employees is beyond motivation, its bound to make those working for its competitor drool with envy. As such, Google can expect only the best, when it keeps the people that work to keep it afloat happy at all times, the effect is an effort to not let down the company. This could be to ensure that working conditions would remain the same, but as well as prove that one deserves to belong to such a corporation. If we turn to Maslow’s hierarchy of needs we’ll be able to see just how Google is able to produce great outcomes from its googlers. Physiologically, no googler has to worry about not being able to eat lunch due to work pressure; they can in fact discuss business in the numerous cafeterias that offers free food. Craving to eat something (which I can assure can be distracting) would not have to worry a man/woman of Google. Services are also offered within the complex to guarantee that a googler need not put all other things on hold in order to work for a major corporation. Social needs are met, by making sure that everyone gets the chance to mingle and socialize through various activities that makes employees have fun, keeping them in a happy disposition to work. Self actualization and esteem are kept high, with Google heads making sure that everyone gets to do something the way they want it done, and yet pushes them to realize that they need be confined to the typical list of duties assigned to them. Googlers have a say of how the company will run its course for as long as it coincides with the values and philosophies upheld. This is perhaps, what makes Google the best company to work for†¦ the fact that working for Google always merges fun and personal growth to become more than just the best. Reference: Lashinsky, Adam. â€Å"Chaos by Design†. In Fortune Magazine. October 2, 2006. money.cnn.com/magazines/fortune/fortune_archive/2006/10/02/8387489/index.htm. July 27, 2007 Ten Things Google has Found True. In Google Corporate Information: Our Philosophy. (2007). http://www.google.com.ph/intl/en/about/company/philosophy/.  Ã‚  Ã‚   July 28, 2007. Notes on Employee Satisfaction Model. (2007) Notes on Theories of Motivation. (2007) How to cite The Googley Way to Success, Essay examples