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Home » Hobbies Articles » The Piano Key Hammer And String Part 1

The Piano - Key, Hammer And String - Part 1

The piano, while similar in some of its features too many other kinds of musical instruments, differs materially in several important points from all other kinds. It resembles the Violin, Harp, Guitar, Zither, Dulcimer, in its being stringed. It resembles the Drum, Triangle, Cymbals, Tambourine, Dulcimer, in its being dependent on percussion for the production of its tone; and it resembles the Organ, Clarinet, Concertina, in its being keyed.

But it differs from all of these instruments in the following important points. Firstly, in its being dependent on the player's method of finger push on the key for its quality of tone. Secondly, in its being dependent on rapidity of finger push for its quantity of tone and thirdly, in its being dependent on keys for the means of producing percussion. The actual mechanism of percussion, namely, the hammers, being reachable only through the pressing of the keys.

It is probably from a want of appreciation of this last fact, that the piano has come to be considered rather as a keyed instrument than as a stringed one.

The distinctive feature of the piano is, then, the system of its key mechanism.

As the seat of tone, the wire, is made to sound only by a series of communication, starting with the key, it is therefore necessary to understand the method by which this communication is conducted and kept open.

The piano key is, basically, a lever that's lifts the hammer that strikes the string. It is a lever of the first class, its fulcrum, or prop, lying between the power and the weight. In the case of the piano, this fulcrum, or centre on which the lever works, is placed about halfway between its two ends, the hammer (with some small intermediate mechanism) being the weight, and the finger the power acting on it. The very limited area should be noticed within which the action of the key is confined.

The immediate factor of tone is the hammer. The hammer, by means of intermediate mechanism, being in direct and close contact with the far end of the key, is raised when the near end is depressed by the finger or any weight; and the force with which the hammer is made to strike the string is in proportion to the speed brought to bear on the piano key by the finger at the moment of the push. Quantity of tone is thus the result of the amount of speed used in pushing the key down.

When the string has been struck by the hammer, the hammer falls back immediately, to allow the string to vibrate freely. This fallback of the hammer is, however, not a return to the position occupied by it before the stroke; it does not fall completely back until the key is allowed to rise. When the piano key rises, the hammer returns to its original position, and is ready for the next key push.

It is of great importance for the student to remember that the hammer is always at some distance from the wire. Except during the very short period of time spent in striking; that after having struck the wire it leaves it instantaneously to assume the half position described above; and that it is powerless to do any more work until after the key has been allowed to rise.

And here is another random article you might be interested in...

Doing a Corporate Culture Survey

Most corporate culture surveys are not as effective as they could be. This article will help you to optimize your success and use the results to improve your corporate culture.

Start with Your Goals

When embarking upon a corporate culture survey project, you must start with the end in mind. What is your purpose in doing a corporate culture survey? Do you want to improve the corporate culture? If so, why? What are the main challenges that your company is facing? Do you have a good understanding of what corporate culture is? If not, I encourage you to read Understanding Corporate Culture.

I recommend that you narrow down your goals to three major goals that you would like to accomplish. Examples would include: 1) reduce employee turnover; 2) improve product delivery time; and 3) increase profitability. It is best to set quantitative goals. Even though you cannot quantify your corporate culture, it is the container for all of your results and has a direct and indirect impact on these results. By setting quantitative goals, you will be able to measure the results of your efforts by doing annual or bi-annual corporate culture surveys.

Be prepared to change your goals. While goal-setting up-front is extremely important, you may learn some things about your company and culture that lead you to re-prioritize your goals. This is fine. Be open and flexible. Try not to forecast the outcome of the survey before you get the results.

Designing a Good Corporate Culture Survey

Once you know what you are trying to accomplish in doing a survey, you can design questions around your goals. But, be careful! Quantum physics has demonstrated that the intentions of a scientist affect the outcome of her experiment. That is why I recommend that you use a survey that has been designed by an outside party. Her or she will not share your biases and the results will be less biased.

Below are the sections that we have included in the Culture Builders Corporate Culture Survey:

1. Company Mission
2. Leadership
3. Corporate Culture
4. Company Values
5. The Work Itself
6. Work Assignments
7. Work Fulfillment
8. Individual Career Development
9. Support, Training, and Coaching
10. Summary Questions

You see that the Culture Builders' survey covers a broad range of areas. Corporate Culture is only one section. The reason for this is that culture is the container for actions, decisions, and results. You will be able to learn about your culture indirectly by querying the other areas.

Sections 1-9 are quantitative questions and section 10 has open-ended qualitative questions. The quantitative questions can be tracked by time period, which is important. You will be able to recognize trends and be proactive in avoiding a crisis. The qualitative questions will give you lots of insights and useful anecdotes.

In designing the survey, it is essential to obtain personal information from the survey participants that will help you to segment the data. For example, tenure and department are essential pieces of information. Position level may also be useful.

That said, it is critical to keep the survey confidential. People will be more willing to complete the survey and provide honest answers if they are confident that their answers cannot be traced back to them. Use design and technology to keep the answers confidential.

Implementing the Corporate Culture Survey

Make it as easy as possible for people to complete the survey. Use the technology that makes best sense for your company. I have helped companies set up surveys on their intranets and on Lotus Notes.

Set it up so that someone can begin the survey and the partial answers will be saved if they get interrupted. Make a tight timeframe for people to do the survey â€" one week or two weeks if people travel frequently. Send out 48 and 24 hour notices of the surveys deadline.

Getting Good Response to your Corporate Culture Survey

It is important to have the buy-in and support of the leadership team in doing this survey. Spend the time necessary to educate them about corporate culture and your goals for conducting a survey. The leadership team will then advocate for the survey and increase the response rate.

How you present the survey to potential participants is critical to the success of your project. Remember: the survey is confidential so participation is optional. If you only get 70% of people responding to the survey, you will not be able to find out who has not participated.

One of the best ways to ensure 100% participation is to clearly articulate the goals of the survey and share your plan for what you will do with the results. If I believe that you will do good things with the survey results and it will directly improve my life, I am more apt to take the time to do the survey.

What to Do with the Results of your Corporate Culture Survey

The worst thing you can do is to undertake a survey and then do nothing with the results. This is far worse than doing nothing at all. You will raise people's expectations of life at the company improving and then the results disappear into a black hole. I guarantee that morale will deteriorate.

Set up a company-wide meeting to present and discuss results. Do this within a few weeks of the close of the survey. Use the momentum that you have built up to keep moving towards your goals.

Be as transparent as possible in presenting the results. Don't skew or sugar-coat them. I helped a company do a survey and the internal person who presented the results focused only on the positive and glossed over the negative. People didn't buy it. Be as objective as possible. Try to get someone who is respected and well-liked within the company to present the results. This is far better than having an outside consultant do this. Then the whole company will own the results â€" not an impassionate outside observer.

I recommend setting up three task forces to own the three goals that you have set forth. Try to get volunteers to sit on the task forces. Make the teams a hybrid of different departments and different levels. Set concrete goals and timelines. Make sure that the task forces have the support and resources they need.

What Next

I recommend doing an annual or bi-annual survey to keep your finger on the pulse of the company. Make minor changes to the survey or add questions, but don't change anything significantly or you won't be able to track your results and identify trends.