Torsional properties of steels at high rates of strain tr 1

An experimental study was made to determine the effects of strain-rate, temperature, type of notch, and size of specimen on two armor plate steels and S. A. E. 4340 steel in torsion. Unnotched specimens were ¼ in. in diameter and the root diameters of notched specimens were 3/16 in. and 3/8 in. Two sharpnesses of notch were used. Two rates of torsional strain were obtained by using angular velocities of 27 rpm. And 1300 rpm. for the flywheel which loaded the specimen. The tests were conducted at room temperature and 700 F. Torque, angle of twist, and time were continuously recorded and the torsional properties were determined. In general it was found that for the ranges of strain-rate and temperature used, an increase in strain-rate caused an increase in strength and a decrease in ductility and total energy absorbed. An increase in temperature caused a decrease in strength and energy that were accompanied by a decrease in ductility at low strain-rate or an increase in ductility at high strain rates. It was found that strength decreased with an increase in sharpness of notch. Although there was a decrease in yield or ultimate strength with increased size of specimen, the “size-effect” on strength was small. The ratio of total energy absorbed for the two sizes of specimens varied from about 3 to 9 depending on the material, notch sharpness, and test conditions.Office of Naval Research, U. S. Navy, Contract N6 ori-0714

Winning Formula, Man Management and the Inner Game: Commonalities of Success in the Ryder Cup and Super Bowl A Commentary

Using a conceptual framework based on the work of Mitch McCrimmon, who has highlighted false dichotomies of leadership and management, the Ryder Cup captaincy of Paul McGinley is examined in terms of man management, strategy and tactics, and the Inner Game. For purposes of comparison on these matters, reference is made to American Football coach Pete Carroll. This is a stimulus article aimed at making links between sport and business through invited commentaries. It is intended to provoke critical reflection on nebulous use of the term ‘leadership’ and that much ‘leadership development’ is concerned with matters such as selfawareness that are associated with ‘personal growth’. Attention is drawn to how McGinley's captaincy is couched in terms of a discourse of ‘management’