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The Basics of Mountaineering and ClimbingMountaineering is the sport of hiking and / or climbing to the top of mountains. In America the terms used are usually mountaineering or mountain climbing, while in Europe the term alpinism is also commonly used. While vertical rock climbing and vertical ice climbing may be required to reach the top of a mountain, not all mountains require the same kind of climbing techniques to get to the summit. However, mountain climbing takes advantage of some of the safety techniques that are used for vertical rock climbing and ice climbing, most notably rope harness systems with multiple connection points for holding the weight of the climber in case there is a situation where the ground gives way (or if one of the harness points fails). There are three basic divisions of the craft of mountain climbing, depending on whether the climber is traveling over rock, snow or ice. Different equipment is used for each of these environments and special techniques have to be used to ensure the safety of the climber and the group. When walking over rock, conditions are usually the safest, although one must be careful of the hazards of falling rocks (caused by the gradual process of erosion of the mountains and the recent weather conditions) and loose rocks or rotten rocks which may give way if the climber is not careful. To survive while climbing over rock, the climber must pay close attention to the condition of any of his / her handholds and footholds, and make sure to transfer weight from one outcropping of stone to another gradually while maintaining multiple connection points. To walk or climb over parts of a mountain which are covered in ice and snow requires more special equipment than standard rock climbing, most notably crampons: ten or twelve point spikes which are attached to one's boots for increased traction, or snowshoes for gentle snowy slopes. The kind of crampons which are used to walk over icy surfaces are different from those that are used for climbing a sheer vertical surface of ice, as vertical crampons will have spikes on the toes pointing forwards. The ice axe is also used in the process of ascending a snowy / icy area of the peak ' in the beginning stages of climbing a mountain the ice axe can be used as a staff or walking stick, as you move upwards the point of the pick can be used as a dagger or the ice axe can be swung over the head to dig into ice above the user, making it easier to ascend. It is often safer to climb a mountain as a team. When you climb as a team your entire group can be attached to each other by a single rope line. If one member of the group falls or has an accident the others can come to that person's aid and perform a rescue operation. This is particularly important when climbing on glacial deposits which often contain hidden crevasses. If proper safety precautions are studied, mountain climbing is one of the most exhilarating sports that one can enjoy. Other articles by this author »
About Chris Haycock
Chris Haycock is an information publisher, one of whose many hobbies is climbing. With recurring knee problems, including one replacement, making it no longer possible to physically climb, he spends a lot of time researching resources to help other climbers. For details of one amazing resource, go to http://www.climbingknowledge.com Related
And here is another random article you might be interested in... Absent without leave - managing absence in the workplaceAccording to the Institute of Psychiatry (April 2005), for the first time, stress, anxiety and depression have overtaken physical ailments as the most common cause of long-term absence from work. With sickness absence reportedly costing employers an average of £522 per employee per year (or an average of 10 lost working days), there are good reasons to look closely at the root causes of absenteeism and, where possible, provide early intervention to support employees in regaining their health. Short-term absence Short-term absence is usually defined as a period of absence of less than ten consecutive working days, and will usually be as a result of the employee suffering from a minor medical condition. Persistent short-term sickness is one of the most common problems employers have to face. Arranging temporary cover when an employee is off sick may not always be viable, and is often both disruptive and costly. Many employers therefore adopt the approach of persuading existing employees to cover for absentees on an ad hoc basis. While this may work in the short term, when applied over longer periods it puts pressure on existing staff, as they struggle to do their own work in addition to that of an absent colleague. The effect of this on staff morale can be damaging and counterproductive. Staff frequently feel resentful if required to do two jobs - often within the same timescale and for no extra remuneration. The situation may be further compounded when the absentee employee returns to work and is met with resentment from those who have had to cover for them during their absence. Long-term absence Long-term absence is defined as any period of absence in excess of ten consecutive working days. Such absence - particularly where it is stress-related - presents a different problem for employers. In the short-term they may feel able to cover an absence internally, whereas in the longer term it may be necessary to recruit temporary staff who will normally require induction training and may not necessarily fit in well with existing teams. Temporary staff will also increase the salaries and wages bill, as well as involving the payment of costly agency fees. After a long-term absence, a phased return to work will most certainly be recommended, with possible training needed to support the employee 'back into work'. Where rehabilitation is not an option, the costs of premature retirement due to ill-health will also need to be taken into account. Stress therefore has a quantifiable impact not only on health, safety and individual well being, but on the operational and financial performance of the organisation as a whole. Attendance patterns The link between stress and absence is so well proven that statistics on non-attendance are often used as an indicator of stress 'hot spots' within an organisation. These figures may also be used to measure the effectiveness of stress management interventions. In the analysis of attendance patterns, any extended periods of sick leave will immediately be apparent. Obviously, a stress-related illness or injury cannot be 'undone', but positive steps can still be taken by actively managing the return to work of the employee, and to minimise the risk of any identified stress reoccurring. Of even more importance is the monitoring of short-term absences that may be the first sign of excessive pressure. Typically, absences that tend to fall into a pattern (e.g. if an employee is off sick every Monday), or are linked to particular operational requirements (such as reporting periods) are the most likely to be stress-related. It's therefore important to look initially at the pattern of absence, rather than the reasons given for it. Stress is typically under-reported as a reason for absence - especially in the early stages - with alternatives such as colds, back pain, migraine or general fatigue being given instead. This under-reporting can occur for a number of reasons. For example, it may be that the individual has not recognised that they might be suffering from stress, or they may be reluctant to admit, either to others or themselves, that this is the real problem. There is often a stigma attached to stress, related to a perceived inadequacy or inability to cope. This exacerbates the problem by creating an artificial barrier to its identification and management. Absence management A successful absence management policy will ideally create a culture enabling any individual to admit to stress-related ill-health, without feeling that their future employment or career prospects may be damaged. Clearly, the earlier that specific sources of stress are identified, the sooner appropriate action can be taken to reduce the poor attendance that often ensues. In order to establish a level of control over sickness absence, and to implement an effective policy, it's advisable to analyse employee data including the following: • The number of days lost per year. The reasons for the various types and frequency of absence should then be assessed, including the following: • Is a particular job too stressful or too boring? When all this information has been collated and analysed, it can then be used to devise policies and procedures in consultation with staff representatives that should, when properly implemented, substantially reduce the incidence of absence. About The Author Carole Spiers combines three roles of broadcaster, journalist and corporate manager in the challenging field of stress management and employee wellbeing. With 20 years as a top industry guru on stress management and wellbeing, Carole's energy and dynamism extends to providing professional comment to media including television (BBC, ITV, Sky, NBC, CNN), print (Sunday Times, Daily Telegraph, trade and professional journals) and countless radio interviews. A successful entrepreneur herself, Carole is the founder and MD of the Carole Spiers Group â€" a dynamic, niche consultancy, and the UK's No. 1 provider of Stress Management and Employee Wellbeing from the shop floor to the Boardroom A former Chairperson of the International Stress Management AssociationUK, Carole was instrumental in establishing National Stress Awareness Dayâ„¢. Carole acts as an Expert Witness on Stress Risk Assessment before the Courts, and is the author of Tolley's 'Managing Stress in the Workplace'. Free Special Report Contact us to receive our FREE Special report 'The Ten Most Frequently Asked Questions About Stress', please email sb@carolespiersgroup.com For more information on CSG'S services, including in-house and public training, stress policy, stress audit, risk assessment, attendance management, rehabilitation support, post trauma support, mediation, impartial investigations, expert witness, nationwide employee counselling team, coaching and mentoring services, please contact us: Carole Spiers Group If you would like to book Carole as a keynote speaker or conference chair at your next conference - check out www.carolespiersgroup.com/mediaenquirysheet.php Other articles by this author »
About Carole Spiers
Carole Spiers MIHE MISMA Carole Spiers combines three roles of Broadcaster, Journalist and Corporate Manager in the challenging field of stress management and employee wellbeing. Over the past 20 years, she has built up her corporate stress consultancy Carole Spiers Group (CSG), with prestige clients such as Sainsbury's, Rolls Royce and the Bank of England. Carole is frequently called upon by the national and international media and provides keynote presentations on stress-related issues. Carole was instrumental in establishing National Stress Awareness Dayâ„¢. Related
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