Flawed above I n any institution like tiie NHS, where redis­ organisation is a way of life, there is an incli­ nation for the victims of change to believe that its instigators are sane and logi­ cal. The few who doubt the sanity of our leaders, be they politicians, senior managers or God-like clinicians, often tend to believe that the change induced is the product of some evil conspiracy. It is...

Blown sand is a serious problem in the district facing the Japan Sea where seasonal wind is very strong in winter. In order to prevent the blown sand, the construction technique using natural vegetations had been developed. The growth of the natural vegetations is encouraged by the improvement of sand ingredients in this method. The effects of the method were investigated by the field survey an...

This report covers work of the Optics Division at Lincoln Laboratory for the period 1 January through 30 June 1974. The topics covered are laser technology and propagation and optical measuremerts and inst r urn ent ati on. Additional information on the optics program may be found in the semiannual technical summary reports to the Advanced Research Projects Agency.

Japanese and American 13-15-month-old infants distinguish between crossing a bounded ground (e.g., a street) versus an unbounded ground (e.g., a field). In English, the same verb – crossing – expresses both types. While language has been hypothesized to guide infants’ progression from language-general to language-specific event perception (Göksun et al., 2011), no prior studies examined this hy...

In the rain forests of Costa Rica, there is an unusual type of tree known as a “walking tree.” It is a strange looking tree. At the base of the tree is a tangle of roots, rising about a meter above the ground. It looks as if someone yanked the tree straight up out of the ground, leaving about a meter of its roots exposed above ground level. According to rain-forest guides, the walking tree actu...

Leader opening and closing behaviors are assumed to foster high levels of employee exploration and exploitation behaviors, hence motivating employee innovative performance. Applying the ambidexterity theory of leadership for innovation, results revealed that leader opening and closing behaviors positively predicted employee exploration and exploitation behaviors, respectively, above and beyond ...