When We're Human
"When We're Human" is a song from the 2009 Disney animated feature film The Princess and the Frog. It is performed by Louis, Tiana and Naveen [as frogs], when they are sailing down a river and fantasizing about what they will do when they become human. It was composed by Randy Newman and co-orchestrated by Jonathan Sacks, and features Michael-Leon Wooley (as Louis), Bruno Campos (as Prince Naveen) and Anika Noni Rose (as Tiana). It "is in the style of jazz", while having " a Mardi Gras party sound". The trumpet solos are performed by Terence Blanchard on behalf of his horn-blowing animated alter ego Louis the Alligator.
When We're Human
This song continues a recurring theme in Disney movies about characters' "humanity [being] cursed away". In particular, the song "Human Again" from Beauty and the Beast is thematically similar to this one. The Chicago Tribune notes "The song's story purpose is similar to "Human Again," cut from Disney's "Beauty and the Beast" but interpolated into the stage version", and also describes it as "in the spirit of "Hakuna Matata".
CBN says that the philosophy of karma is evident in the song, due to Tiana's lyric: "If you do your best, each and every day, good things are sure to come your way. What you give is what you get." Contemporary Black American Cinema: Race, Gender and Sexuality at the Movies notes that Louis sings about wanting to be human so he can play in a jazz band, due to his attempt to "jam...with the big boys" in his current form not "end[ing] well". The book say that this is a metaphor for "how blacks existed and learned to improvise under the condition of being deemed less than human". It says that under the surface, it can be read as "about he claim for black humanity".
At this point in the movie, Louis, Tiana and Naveen are off down the bayou to visit Voodoo Queen Mama Odie, in order for her to change each of them into humans. There are no obstacles presented in their way, and they use this time to sing about what they will do once their wish has been granted. At face value, the song is about the characters "singing about their desires to become human again [while] reaching Mama Odie and reversing the curse of Dr. Facilier.
I would like to see a song sung by this cast, the cast of Beauty and the Beast, Kenaii from Brother Bear, Ariel from the Little Mermaid, Pinocchio, and any other characters who had a film about wanting to be human (or human again). Seems like it would be quite a number of characters!
Despite advances in technology, this work still depends on the strength of human hands. Hundreds of thousands of women and men do the killing, cutting, deboning, and packaging of American-grown meat, most of whom spend their entire shift operating as components of a continually moving dissection machine, fulfilling one need in the complex process of disassembling animals.
More than 330,000 women and men do the killing, cutting, deboning, and packaging of American-grown meat, earning, on average, less than $15 an hour. Since 1983, when the wages of workers in the meat and poultry industry fell, for the first time, below the national average for manufacturing work, they have continued to steadily decline: in 1985, they were 15 percent lower; in 2002, they were 24 percent lower; as of July 2019, they are 44 percent lower.
For departments after slaughter and evisceration, line speeds are primarily up to the discretion of supervisors, who purportedly consider a variety of factors when determining the line speeds of their operations, including the number of staff available, the capacity of their equipment, and the layouts of the lines and workspaces. Human Rights Watch reached out to meat and poultry companies for information regarding how they determine line speeds. In a letter to Human Rights Watch, Tyson Foods summarized its practices:
Workers who spoke with Human Rights Watch cited several goals that their supervisors balance when determining the pace of work. In general, supervisors aim to process the most meat possible, at the highest quality possible, with the least contamination, and the least amount of staff and hours necessary.
Workers described feeling like they are in a triple-bind when people are missing from their workstation. If they complain to their supervisors about the speed of the line and request that they slow it down, they fear they may be berated, threatened with termination, or told to quit. If they try to work at the same line speeds, despite their missing coworkers, but make mistakes while keeping up with the pace, they fear they may be berated or threatened with termination. If they try to work at these speeds, and manage to keep pace and do their job without mistakes, they put themselves at increased risk of serious injury and illness, and their employers may see this as evidence that fewer workers are needed to do the job.
The stress of dangerous conditions and mistreatment by supervisors can have an emotional and psychological toll on workers. Some workers who spoke with Human Rights Watch for this report cried during their interviews when relaying their experiences with abusive supervisors or injuries. Ilda G. explained:
The chicken, pork, and beef from meat and poultry slaughtering and processing plants in the United States enter the supply chains of innumerable other businesses, including grocery stores and restaurants, that either purchase these products directly through contracts or from suppliers. These businesses have responsibilities under the United Nations Guiding Principles on Business and Human Rights to prevent, address, and remedy the human rights impacts of their business operations, including those of their suppliers.
The existence and adequacy of water and sanitation has a specific importance for workers who must manage menstruation. Women and girls encounter difficulties in managing hygiene during menstruation when there is not an enabling environment to do so; for example, if they lack access to water, sanitation, or health care. States therefore need to ensure that women have access to private, safe, and hygienic facilities for managing menstruation at the workplace.
Under the UN Guiding Principles on Business and Human Rights (UN Guiding Principles), all businesses have a responsibility to respect human rights and ensure that they do not cause or contribute to human rights abuses.
Fundamental to this responsibility is the requirement that companies carry out human rights due diligence to identify the possible and actual human rights impacts of their operations and supply chains, and to establish meaningful processes to prevent and mitigate those risks.
Moreover, businesses that seek to conduct their operations in accordance with international human rights best practices should adhere to ILO Convention No. 155 to record and report accurate data on occupational injuries and illnesses.
It was reviewed and edited by Komala Ramachandra, senior researcher in the Business and Human Rights Division, and Grace Meng, senior researcher in the US Program. Danielle Haas, senior Program editor, and Liz Evenson, acting senior legal advisor, provided program and legal review, respectively. Additional assistance was provided by Namratha Somayajula, business and human rights associate, as well as Thomas Rachko and Dreisen Heath, associates for the US Program. The report was prepared for publication by Cara Schulte, environment and human rights associate.
Assuming the brain was as modern as the box that held it, our African ancestors theoretically could have discovered relativity, built space telescopes, written novels and love songs. Their bones say they were just as human as we are.
Archaeology and biology may seem to disagree, but they actually tell different parts of the human story. Bones and DNA tell us about brain evolution, our hardware. Tools reflect brainpower, but also culture, our hardware and software.
First, we journeyed out of Africa, occupying more of the planet. There were then simply more humans to invent, increasing the odds of a prehistoric Steve Jobs or Leonardo da Vinci. We also faced new environments in the Middle East, the Arctic, India, Indonesia, with unique climates, foods and dangers, including other human species. Survival demanded innovation.
Numbers drove culture, culture increased numbers, accelerating cultural evolution, on and on, ultimately pushing human populations to outstrip their ecosystems, devastating the megafauna and forcing the evolution of farming. Finally, agriculture caused an explosive population increase, culminating in civilisations of millions of people. Now, cultural evolution kicked into hyperdrive.
As human beings, we are all driven by basic needs for meaning, happiness, human connectedness, and a desire to contribute positively to others. And leaders that truly understands these needs, and lead in a way that enables these intrinsic motivations, have the keys to enable strong loyalty, engagement, and performance. As leaders, we must be humans before managers. This includes being personal, or asking yourself a simple question before making decisions: If my child or parent or good friend worked here, would they appreciate this?; being self-aware, so you can better able to understand and empathize with the people you lead; being selfless; and, most of all, being compassionate.
There is a vast upside to human leadership. As data from McKinsey & Company shows, when employees are intrinsically motivated, they are 32% more committed and 46% more satisfied with their job and perform 16% better.
As human beings, we are all driven by basic needs for meaning, happiness, human connectedness, and a desire to contribute positively to others. And leaders that truly understands these needs, and lead in a way that enables these intrinsic motivations, have the keys to enable strong loyalty, engagement and performance. As leaders, we must be humans before managers. 041b061a72