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Jeffrey A Brinker, M.D.

Jeffrey A Brinker, M.D.

  • Professor of Medicine
  • Joint Appointment in Radiology and Radiological Science


With 3-1 odds in favor of a lasting peace zantac 150mg amex gastritis symptom of pregnancy, 73 percent of those lows would have made the move generic zantac 300 mg line gastritis dieta. Whether you think all of these foolishly high order discount zantac on-line gastritis diet 3-2-1, or foolishly low, they do follow the logic of being more willing to take the chance as the odds of success increase. Nearly half (48 percent) said they’d return the Golan Heights if the odds for peace were 3-1 against. Increasing the odds for a successful outcome to 50-50 made highs less willing (41 percent) to make the gesture. I ran the experiment again with a sample of parents in 1997, using just the first and third conditions. Or maybe this has something to do with religious fundamentalists wanting a big war in the middle east so the End of the World can gloriously occur. Back to chapter 20 I’m not saying that the United States was the bad guy in the Cold War and the Soviet Union was the good guy. The people of Russia and other Communist controlled European countries made it clear how evil they thought the Marxist Leninist-Stalinist dictatorships were. But in the context of this study, I think you can point out instances in which both sides invaded neighbors to control their international allegiance, lied to their own people and to the world, made disarmament proposals for public relations purposes on the world stage, and so on. And when their government did such things, the authoritarian followers in both countries tended to believe and support them more than others did. Back to chapter 21 this and a study by McFarland, Ageyev and Abalakina-Papp (see note 14) confirmed-you will please notice because it means a lot to me-what I said about right-wing authoritarianism at the beginning of this chapter. So psychologically they were right-wing authoritarian followers, even though we would say they were, as Communists, extreme political and economic left wingers. Back to chapter 22 See Gidi Rubinstein, “Two Peoples in One Land: A Validation Study of Altemeyer’s Right-Wing Authoritarianism Scale in the Palestinian and Jewish Societies in Israel,” Journal of Cross-Cultural Psychology, 1996, 27, 216-230. Back to chapter 23 People often ask me two questions when they know as much about right-wing authoritarians as I’ve told you so far. Virtually every study I know of has found men and women score about the same, on the average. Men probably tend to be more aggressive than women, but women are supposed to be more conventional, so it seems to even out. As for changes over time, that’s rather 51 interesting because as I have kept on giving the test to students entering my university year after year, the successive 18 year olds’ answers have seemed to reflect the mood of their times. Then they started dropping and have remained about half-way between the low and high extremes since 1998. Back to chapter 24 I knew about the Global Change Game because one of our sons, Rob, helped develop it. It has been used from coast to coast to coast in Canada, and elsewhere, in high schools and universities, to raise environmental awareness. Back to chapter 52 Chapter 2 the Roots of Authoritarian Aggression, and Authoritarianism Itself I said in the Introduction that we would dig up the roots of authoritarian aggression. We’re going to do that now for authoritarian followers (and we’ll take up the hostility that roars so relentlessly from their leaders in a later chapter). After we have exposed the psychological causes of the followers’ aggression here, we’ll wrestle with the issue of how they became authoritarian followers in the first place. Since followers do virtually all of the assaulting and killing in authoritarian systems-the leaders see to this most carefully-we are dealing with very serious matters here. But authoritarian followers find it easier to bully, harass, punish, maim, torture, “eliminate,” “liquidate,” and “exterminate” their victims than most people do. Indeed, this authoritarian aggression is one of the three defining elements of right-wing authoritarianism. A Psychoanalytic Explanation Several theories have tried to explain authoritarian aggression, and the Freudian one has long been the best known. Instead through a reaction-formation the child became obedient, loyal, even adoring of his parents. However the Freudian “deep down inside” doesn’t have a shredder or burn-basket, so ultimately the repressed hostility has to come out some way. Thus the authoritarian follower projected his hostility onto safe targets, such as groups whom the parents disliked or people who couldn’t fight back, and decided they were out to get him. That projection provided the rationalization for attacking them and, voila, you have authoritarian aggression-thanks to just about all the ego defense mechanisms in Freud’s book. You may have heard that Freud no longer rules the roost in psychology, and this explanation of authoritarian aggression reveals a big reason why. You have no way of discovering whether it is right or wrong, because it supposedly involves deeply unconscious defense mechanisms which the defending mechanic knows nothing about and so will quite honestly deny. If you try instead to study the “leaks” from the Freudian unconscious, such as dreams or fantasies, you get a mishmash that can be interpreted however you wish. Suppose you did a study of dreams and concluded that authoritarians greatly love their parents. Having an answer for everything may make one a great used car salesman, but it rings the death knell for a theory in science. Bandura’s Social Learning Theory of Aggression A more testable explanation of aggression in general has been provided by Albert Bandura of Stanford University. An angry individual who wants to attack someone may anticipate getting punched in return, or ending up in jail.


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With proper nutrition workers will have the energy to order zantac 150 mg free shipping gastritis diet chocolate be productive at work and order zantac 300 mg with mastercard gastritis and constipation diet, thus order zantac 150 mg on-line gastritis diet , earn more money, buy more food for the family and stay healthy. This is a virtuous circle allowing workers to remain productive and lift themselves out of the cycle of poor health and poverty. Yet without proper nutrition, governments, employers and workers will find themselves in the cycle captured in figure 3. In the developed world, the workplace is often wrought with temptations that are sometimes worse than the ones at home. Danish pastries, muffins and cakes are standard fare at morning meetings and conference breaks. The local food van is stocked with meals for people on the go: rich sandwiches and cakes. Co-workers order pizza or greasy sandwiches for delivery, and the odour fills the room. The company canteen offers unlimited sugary drinks and fried potatoes every day of the week. According to a 2004 survey by the 42 the workplace as a setting for good nutrition British bank Abbey National, 70 per cent of British office workers regularly eat at their desks (Lyons and Moller, 2002). A 2004 survey commissioned by the United Kingdom Public and Commercial Service Union found that more than half of the British workforce take less than 30 minutes for lunch (Flynn, 2003). Similarly, the 2004 Eurest lunchtime report (Eurest, 2004) found that the British lunch hour was down to 27 minutes on average, the shortest ever recorded by Eurest. A missed or incomplete lunch will lower worker produc tivity, increase stress, and ultimately lead to afternoon snacking. In the United States, the American Dietetic Association found in 2003 that 67 per cent of workers eat lunch at their desks and 61 per cent snack there (American Dietetic Association, 2003). Commuting and the two-worker-family phenomenon have shortened the dinner period as well. As a result, workers often grab something fast and sweet for breakfast, if anything. This situation jeopardizes the success of the ubiquitous national “five-a-day” fruit and vegetable programmes. If workers have no access to fruits and vegetables at work, they will have to consume all five servings in the few hours between arriving home from work and going to sleep – an unlikely scenario. As we see, the workplace is often an obstacle to healthy eating instead of a vehicle of good nutrition. In the United States, for example, there is no federal law mandating a meal break. The United States Code actually stipulates somewhat the opposite, that “breaks in working hours of more than one hour may not be scheduled in a basic work day” (United States Code, 2000); and the United States Fair Labor Standards Act (1938) reiterates that meal breaks are a matter of agreement between the employer and the employee. Each of these laws have many conditions and allow for only 20 to 30-minute breaks, except for New York, which requires hour long lunch breaks for factory workers. At issue is the definition of “working time”, the time during which workers are at their employer’s disposal, which some see as including the lunch break. Around the world rest periods and meal breaks vary: in Brazil, 1–2 hours per 6 hours; in Nigeria and the Libyan Arab Jamahiriya, 1 hour per 6 hours; in Japan, 45 minutes per 6 hours; in the United Kingdom, 20 minutes per 6 hours. Other countries stipulate that the break must be at least 30 minutes during shifts longer than 5 hours. Some enterprises, such as the United States Government, section off an hour for lunch, but pay for only 30 minutes. In Japan, the lunch hour can be strictly applied, with strong societal pressure not to eat early but precisely at noon with others. In many developing countries, workers feel obligated to work continuously, usually from early morning until late afternoon. Sometimes there is no food in the vicinity, some workers feel they cannot afford to break. The Labour Standards Act of Saskatchewan, Canada of 1978 (as amended in 1994), reflects the language of many laws regarding meal breaks: Meal breaks – 13. In India the Factories Act of 1948 makes it mandatory that companies ensure that their workforce has access to quality wholesome meals, a progressive act for any country. According to the Act, the Government “may make rules requiring that in any specified factory wherein 250 workers are ordinarily employed, a canteen or canteens shall be provided and maintained by the occupant for the use of the workers” (Viswanath, 2002). Still, the Act stops short of defining wholesome meals and the requirements of the canteen. Similarly, other countries (or, more often, regions within countries) have “labour standard” acts that define minimum length of meal breaks and exceptions to these. The specifics about meal breaks and dining areas are often left to collective bargaining. Where there is no union, businesses are largely free to offer whatever the employee will accept. In many cases, workers have low expectations and unions have more pressing concerns. National and inter national trade unions and trade union federations contacted for this publication conceded that workers’ nutrition and meal breaks were important issues but that these topics were not on their agenda. Notable exceptions include the Canadian Auto Workers and the Singapore National Trades Union Congress, both highlighted in Chapter 4. Adopted in 1956, it “define[s] certain principles and establish[es] certain standards concerning the following welfare facilities for workers: (a) feeding facilities in or near the undertaking; (b) rest facilities in or near the undertaking and recreation facilities excluding holiday facilities; and (c) transportation facilities to and from work where ordinary public transport is inadequate or impracticable”. The 1960s saw a shift in emphasis from the concept of workers’ nutrition as a welfare benefit to a socio-economic benefit – that is, a necessity for increased productivity. To what extent is nutrition related to productivity, absenteeism, turnover and accidents? The main recommendation of the report read: “that governments promulgate laws and regulations requiring the establishment of workers’ feeding programmes with a view to improving the health, welfare and productivity of workers.

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Topics studied include formulas fr areas and volumes cheap zantac 300 mg fast delivery gastritis symptoms in tamil, continued factions order zantac cheap online gastritis espanol, sums of power series cheap zantac 150 mg online gastritis prevention, an approximation fr n, and tables of sines. Aryabhata also described a metod fr fnding greatest common divisors tat is the same as the metod described by Euclid. His frmulas fr the areas of triangles and circles are corect, but tose fr the volumes of spheres and pyramids are wrong. Aryabhata also produced an astronomy text, Sidhanta, which includes a number of remarkably accurate statements (as well as oter statements tat are not corect). For example, he states tat the orbits of the planets are ellipses, and he corectly describes the causes of solar and lunar eclipses. India named its frst satellite, launched in 1975 by the Russians, Arabhata, in recognition of his fundamental contributions to astronomy and matematics. We summarize tese steps in the fllowing table: j r· rj+l qj+l rj+2 J 0 252 198 1 54 1 198 54 3 36 2 54 36 1 18 3 36 18 2 0 the last nonzero remainder (fund in the next-to-last row in the last column) is the greatest common divisor of 252and 198. Later, we will see this when we estimate the maximum number of divisions used by the Euclidean algorithm to fnd the greatest common divisor of two positive integers. However, we frst show that, given any positive integer n, there are integers a and b such tat exactly n divisions are required to fnd (a, b) using the Euclidean algoritm. The reason that the Euclidean algorithm operates so slowly when it fnds the greatest common divisor of successive Fibonacci numbers is tat the quotient in all but the last step is 1, as illustated in the fllowing example. Observe that when the Euclidean algorithm is usedt find the greatest common divisor of /9=34 and /10=55, a total of eight divisions ae required. Then the Euclidean algorithm takes exactly n divisions to show tat C/n+l• fn+2}=1. Hence, the Euclidean algorithm takes exactly n divisions, t show that (/n+2, fn+1)= h=l. The number ofdivisions needed to find the greatest common divisor of two positve integers using the Euclidean algorithm does not exceed five tmes the number of decima digits in the smaler of the two integers. Proof When we apply the Euclidean algoritm to find the greatest common divisor of a =r0 and b=r1 with a > b, we obtain the fllowing sequence of equatons: 106 Pmes ad Greatest Common Dvisors r =r1q1+r2, 0 < r2 < r1, o 71 = r2q2 + T3, Q! Hence, b>a11-1• Now, becase log 01 a> 1/5, we see that log10 b> (n 1) log10 a> (n 1)/5. The geatest common divisor of two positve intgers a and b wit 3 a b can be fund using O((log2 a)) bit operatons. A civil and railway engine, he advanced the matematcal thery of elastcity ad invented cecoos. We illustate this by expressing (252, 198) =18 as a linear combination of252 and198. Refring to the steps of the Euclidean algoritm used to fnd (252, 198), by the next to the last step we see tat 18 =54 1. In general, to see how d =(a, b) may be expressed as a linea combination of a and b, refr to the series of equations that is generated by the Euclidean algoritm. By the penultimate equation, we have r =(a, b) =rn-2 rn-lqn-1· n this expresses (a, b) as a linear combination of rn 2 and rn-l· the second to the last equation can be used to express rn-1 as rn-3 rn-2qn-2· Using this last equation to eliminatern-l in the previous expression fr (a, b), we fnd tat so that (a, b) =rn-2 (rn-3 rn-2qn-2)qn-1 =(1+ qn-lqn 2)rn-2 qn-lrn-3• which expresses (a, b) as a linear combination of rn 2 and rn 3. We continue workng backwad through the steps of the Euclidean algorithm to express (a, b) as a linear combination of each preceding pair of remainders, until we have fund (a, b) as a linear combination ofr0 =a andr1 =b. This metod fr expressing (a, b) as a linear combinaton of a ad bis somewhat inconvenient fr calculation, because it is necessary to work out the steps of the Euclidean algoritm, save altese steps, and then proceed backwad through the steps t write (a, b) as a linea combination of each successive pair of remanders. There is another method fr finding (a, b) tat requires workng through the steps of the Euclidean c algoritm only once. The fllowing theorem gives this method, which is called the etended Euclidean algorith. Then, fom the kth step of the Euclidean algorithm, we have rk=rk-2-rk-lqk-1· Using the induction hypothesis, we fnd tat rk=(sk-2a+tk-2b)-(sk-la+tk-1b)qk-l =(sk-2-sk-lqk 1)a+(tk-2-tk-lqk 1)b =ska+t bk. We summarze the steps used by the extended Euclidean algorthm to express (252, 198) as a linear combination of 252 and 198 in the fllowing table. Note tat the greatest common divisor of two integers, not both 0, may be expressed as a linea combination of these integers in an infnite number of ways. In oter words, there are infnitely many pairs of Bezout coefcients fr every pair integers, not both zero. To see tis, let d=(a, b) and let d=sa+th be one way to write d as a linear combination of a and b, so thats and tare Bezout coeffcients fr a and b, guaranteed to exist by the previous discussion. Then fr all integers k, s+k(b/d) and t-k(a/d) are also Bezout coeffcients fr a and b because d=(s+k(b/d))a+(t-k(a/d))b. Wita=252adb=198, we have 18=(252, 198)= 4(+llk)252+ (-5 14k) 198 fr any integer k. For each pair of integers in Exercise 1,express the greatest common divisor of the integers as a linear combination of these integers. For each pair of integers in Exercise 2,express the greatest common divisor of the integers as a linear combination of these integers. Express the greatest common divisor of each set of numbers in Exercise 5 as a linear combinaton of the numbers in tat set. Express the greatest common divisor of each set of numbers in Exercise 6 as a linear combination of the numbers in tat set. The greatest common divisor of two positive integers can be fund by an algoritm tat uses only subtactions, paity checks,and shifs of binary expansions, witout using any divisions.

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Military leaders must be professional masters of their domain—arrived at through a combination of their own knowledge and that of their forces—and buy zantac cheap gastritis bile, more importantly purchase zantac from india gastritis diet , must be able to proven zantac 300 mg chronic gastritis gastroparesis identify knowledgeable people within the force and encourage those people to greater physical and intellectual efort. In order to have unqualifed following and support, they must exercise care and sensitivity in dealing with personnel in a manner that enhances morale and discipline within the force. Another aspect is that leadership at the strategic level must demonstrate that being victorious in confict matters, which will prove to be a uniting factor within the force. An army is like a horse, in that it refects the temper and the spirit of its rider. If there is an uneasiness and an uncertainty, it transmits itself through the reins, and the horse feels uneasy and uncertain. Physical courage—bravery 26 Strategic Assessments in the face of physical danger to one’s own being—can at times be the product of instantaneous and instinctive reactions to rapidly emerging situations. Mental courage on the other hand is more difcult to cultivate and is the product of a large number of inputs, some of which are intangible and even genetic in nature. Terefore, mental courage has to be carefully nurtured in leaders—civilian and military—over time and is vital to weather adversity, especially at the strategic level of command, where the fate of the force is almost completely dependent on the commander. In a leader this translates to dependability and reliability at all times—in times of peace, war, victory and adversity. Sun Tzu elaborates later in the book that an organisation can be defeated by exploiting the weaknesses of its leaders. Air power systems are complex entities and almost always need optimised man-machine interfaces to generate capability. The efciency of these interfaces is dependent on a combination of ofcer ability and internal troop discipline and quality of personnel, the efcacy of overall training and the efectiveness of the leadership at all levels in creating the motivation to fght. All military leaders must have appropriate levels of professional mastery, which is the core of a fghting force. In air power terms this means that commanders from the tactical level upwards must have the ability to create precise efects through the efective and coordinated employment of assets that are at their disposal. This is critical in air power application mainly because of the scarcity of capable assets and restricted availability of resources needed to generate and sustain it. Commanders who are knowledgeable and possess moral courage to make even unpalatable decisions are the biggest assets to any force. In democratic nations, exercising moral courage also involves providing the civilian leadership with frank advice even at the cost of thwarting politically motivated decisions. This needs strength of character far beyond that needed in any other feld of endeavour. It is on these qualities of its leaders that the reputation, strength and status of military forces are built in all nations. Air power systems require optimised man-machine interfaces for capability generation Good leadership and efective training are crucial for generating and employing air power Professional mastery is a prerequisite for military leaders at all levels 27 The Art of Air Power Art Art Is military methods, That shapes the organisation Based on philosophy, And is a flexible System. Strategic military doctrine, art, is the organisation of the force, chain of command, control, management of logistics, marshalling the force structure and control of military expenditure. This is based on the philosophy of the nation and the entire process must be fexible. Operational art is based on the philosophical leaning of a particular culture and shapes the organisation, and the force structure of the military. A nation’s philosophy regarding its national security requirements directly controls the expenditure of the State on the military, especially during times of comparative peace. The development processes of the art as well as the matured operational art itself, and through it the strategic military doctrine, must retain their fexibility at all times for efectiveness. Strategic military doctrine is a product of the philosophy adopted by a nation at the grand strategic level of governance. This doctrine shapes the organisation and the force structure development of the military in a cascading manner. Efective doctrine is always dynamic and open to interpretation rather than rigid obedience, thereby making it fexible to adapt to the ever-changing threat and response scenario. Control of military expenditure, particularly in democratic nations, is a direct function of the government and will only match military capabilities to national security needs if it is done within the confnes of the strategic military doctrine. This makes it imperative that the doctrine itself is placed well within the grand strategic guidelines of the nation and that the civilian leadership is aware of the direct consonance between the two. The prevalent culture of a nation pervades its security perceptions much more than it is openly apparent. The cultural impact on the perception of national security cannot be denied and, since grand strategy is a direct fow-on from national security, cultural ethos has a direct impact on it. Grand strategic directives are the foundational inputs to the development of strategic military doctrine. This doctrine further provides the basis for the development of processes and methods that enable a military force to develop the infrastructure—personnel, equipment, concepts—that make it an operationally efcient 28 Strategic Assessments fghting force. In order to retain the fexibility of the force, it is therefore necessary to let doctrine dictate the processes. Innovation is the key principle to retaining the needed fexibility in the entire framework of doctrine, processes and methods development. Tere are large numbers of potentially good innovations that will seem to ft the requirement; however, the innovations that are selected must remain consistent with the innate philosophy of the doctrine to be efective. The operational art and strategic doctrine must relate directly to the vision of the higher purpose that was shared with the general population in order to make sure that the nation is unifed.

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It is here that the workers are served food under hygienic conditions and in an organized manner best zantac 300mg gastritis diet . With the introduction of a healthier diet purchase zantac 300mg on line gastritis y colitis nerviosa sintomas, productivity has shot up to cheap 300 mg zantac with visa chronic gastritis stress 3 to 4 tons of cane per day per worker. The rates of absenteeism have dropped, as have the expenses for medical treatment. Kinyara is government-owned and managed by Booker-Tate of the United Kingdom, whereas Kakira and Lugazi are government joint ventures with the Mehta and Madhvani families of India, respectively. The management’s stated goal for the improved feeding programme was to increase productivity, morale and safety to compete with the larger and better-established sugar-cane estates. Plantation owners increasingly are growing aware that nutrition is tied to productivity and that providing adequate calories to workers can help their operation remain competitive on a global level. One study of cutters and stackers on a South African sugar plantation revealed that workers expended on average over 3,100 kcal during working hours yet consumed only 1,300 kcal at work (Lambert, Cheevers and Coopoo, 1994). This led to a 3 per cent loss in body mass for some workers, and lower productivity. The 3,500 plantation workers have a 20-minute mid-morning meal break, during which they pick up their porridge from six satellite mess rooms. They eat in a sheltered, well-ventilated area with facilities with soap and water to wash in before meals. By mid-afternoon, after the day’s work is 257 Food at work: Workplace solutions for malnutrition, obesity and chronic diseases done, workers return to their temporary quarters for a lunch and often eat outdoors. Kakira is considering many improvements to the meal scheme, such as music at the mess halls and greater food variety. The company said it would undertake a study to understand the nutritional needs and concerns of the workers. Plantation and agricultural workplaces should be regularly inspected, by law, by the Ministry of Labour’s Inspectorate Department. In Kenya we saw a tin shed serving decent food, to be eaten outside or back in dormitory-type housing. Meals can be nutritious and heavily subsidized by the employer, or food can be basic with little or no subsidy. Chapter 3 closed with a chart illustrating this “workplace food solution continuum”. Mess rooms are an effective food solution for millions of workers in the informal sector or in small companies. MexMode MexMode was the site of a union victory in which a strike over horrendous conditions led to a radically improved mess room that, in the end, helped boost company profits. The negative: the kitchenettes could be better with minimal company investment in better equipment. This can serve as a model for minimum standards for workers’ nutrition for cash-strapped companies. The company started with a simple dining area with simple food, and added healthier foods and other benefits year by year. Morale rose along with the benefits, for the workers – minorities, 259 Food at work: Workplace solutions for malnutrition, obesity and chronic diseases many with limited English skills – who came to believe that the employer cared for them. San Mateo County Municipality Faced with a workforce largely on the road or spread across many facilities, San Mateo relies on health education and financial rewards so that employees can make the best meal choices. Russian-British Consulting Centre this is a tiny company with several meal options. One option is a shared canteen with other companies, common in the Russian Federation. This is an efficient way in any country for a cluster of companies to pool resources to offer a single canteen for all their employees. Simbi Roses Simbi had the most basic of arrangements, a man hired to cook the same meal each day for the employees. Kenya Vehicle Manufacturers Ltd this company responded to workers who became sick from street foods. The company maintains a low-cost dining facility where one type of meal is served each day. California California is the only American state actively incorporating the national “five a-day” fruit and vegetable programme into the workplace. A health taskforce offers business awards to encourage companies to improve workers’ nutrition. One novel, inexpensive suggestion is to work with local vendors (coffee shops, lunch trucks) to serve healthier foods. Bangladesh Poor nutrition, including chronic anaemia, is greatly improved with subsidized or free workplace meal programmes. Good examples are hard to come by, but change is slowly coming as employers see that well-fed workers are better workers. The Kinyara Sugar Works in Uganda has nearly doubled productivity by investing in a simple but nourishing meal plan that provides workers with food that is nutritious and safe from food-borne illnesses and agrochemicals. Employers can provide infrastructure to make food safer: ice, ice buckets, stainless steel trolleys or stalls, clean water, etc. Working with a local vendor – either the owner of a stall, shop or restaurant – strengthens ties with the community and makes for smart business. Merely providing a street vendor with access to clean water and a washroom will greatly improve food safety. Workers who depend on local vending often have no place to eat their meal comfortably.


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