Anthropocene Blues by John Lane

Review of John Lane\u27s Anthropocene Blue

Tracking Public Support for Japan\u27s Remilitarization Policies: An Examination of Elitist and Pluralist Governance

Has Japan’s post-Second World War transformation into one of the most militarily capable nations been the result of 60 years of truly representative government? This research compares government-collected opinion polls to policy trends and actions, to determine whether the case of Japan’s remilitarization argues for or against the country’s democratic quality. For the purpose of this research, the size of Japan’s military and its legislative freedom to act as a more conventional military were considered the most pertinent militarization policies. Results indicated that those policies were consistently unjustified by measured opinion, suggesting elitist policy formation. However, other policy areas, such as Japan’s military budget, participation in UN peacekeeping, and national defense capability, have indicated a more pluralist model of policy formation. Therefore, results suggest that the country’s remilitarization has been the product of both elitist and pluralist governance

Leading For The Bottom Line: A View Of Leadership In A Bottom-Line Context

This paper sets out to establish and describe a new approach to leadership called Bottom Line Leadership. The essence of Bottom Line Leadership is that a leader’s most critical responsibility is to clearly identify, communicate and gain buy-in for the ultimate bottom-line objective of the organization he/she leads, subject to constraints imposed by the market and by the organization itself. In comparison to other leadership models that focus on the general attributes or behaviors characterizing effective leaders, Bottom Line Leadership emphasizes the link between an organization’s purpose and a leader’s behavior. The philosophy that serves as the foundation for this article stipulates that employees, in any type of organization, need to be crystal clear about the purpose and bottom-line objective of the organization they work for. Having this clarity of objective enables employees to not only understand the importance of an organization’s strategy and mission; it also allows them to make sound decisions in support of the organization’s goals. We believe that it is essential that leaders in organizations instill this clarity of purpose and help create the conditions that allow people to channel their energies into the appropriate activities. What results from our leadership and management research is a “virtuous circle” model coupled with a checklist that prescribes precisely what Bottom-Line Leaders do. To arrive at our model of Bottom-Line Leadership, we review the teachings of some of the most popular leadership and management thought leaders. We conclude that effective leadership actually encompasses both traditional leadership attributes (create / inspire / influence) and traditional management capabilities (deploy / control / execute). In short, what we find is that Bottom-Line Leaders instill clarity of purpose in their organization, gain commitment to the ultimate bottom-line objective, and engage employees in these efforts. They do this by deploying methods of communication, inspiration and motivation that constantly maintain a connection to, and are aligned with, the ultimate bottom-line objective the organization is striving to achieve. They also work tirelessly to ensure that employees are in a position to make decisions and take actions in manners supporting the bottom-line objective. In our view, leaders are those who do the right things right and get their people to do likewise

Thermal absorption in seeded gases Final technical report, 13 Feb. 1968 - 12 Feb. 1969

Thermal absorption in aerosol seeded hydrogen and helium gase

Extending Quantum Coherence in Diamond

We experimentally demonstrate over two orders of magnitude increase in the coherence time of nitrogen vacancy centres in diamond by implementing decoupling techniques. We show that equal pulse spacing decoupling performs just as well as non-periodic Uhrig decoupling and has the additional benefit that it allows us to take advantage of "revivals" in the echo (due to the coherent nature of the bath) to explore the longest coherence times. At short times, we can extend the coherence of particular quantum states out from T_2*=2.7 us out to an effective T_2 > 340 us. For preserving arbitrary states we show the experimental importance of using pulse sequences, that through judicious choice of the phase of the pulses, compensate the imperfections of individual pulses for all input states. At longer times we use these compensated sequences to enhance the echo revivals and show a coherence time of over 1.6 ms in ultra-pure natural abundance 13C diamond.Comment: 7 pages, 7 figures; minor syntax/typo. changes and updated reference

Wachusett Reservoir Contaminant Spill Modeling Using CE-QUAL W2

This research studies contaminant spills in the Wachusett Reservoir by two dimensional modeling utilizing CE-QUAL W2. The Wachusett Reservoir, located in central Massachusetts, has a capacity of 65 billion gallons and is the primary water source for the metropolitan Boston area. There are numerous inflows and outflows to and from the Wachusett Reservoir, with the Quabbin Aqueduct supplying approximately half of the total water entering the Wachusett. The Quabbin Aqueduct connects the Quabbin Reservoir (412 billion gallons) to the Wachusett Reservoir and supplies water to maintain desired water surface elevations in the Wachusett during time of high demand and low flows, typically during the summer months