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Medium 9781942496656

Chapter 34

Charlotte Jones Solution Tree Press ePub

“She got away?”

Kaelo stood before his relatives and multiple officers of the Cloudic military. They stared at him in shock, unable to believe what he had just told him.

“What a waste,” his sister said coldly. “You never could manage to finish the job.”

He shot her a withering look, but she held his glare. Like the rest, she was livid.

“What do we do now?” one of the dukes demanded. “She will accuse you immediately! She will accuse all of us!”

“The king will find out! We will all be killed for treason!”

“How did she escape? Why did you let her into the sunlight?”

“She needs almost four minutes in the light to be capable of performing magic,” General Shevo said sharply from one side. “She was not in light for more than ten seconds. She did not escape by her own accord. Something else got her out.”

“What, then? What could possibly remove her from the center of the Evron without a trace?”

“We don’t know. We interrogated young Captain de Solis. He was no help.”

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Medium 9781845939625

16. Biotechnology of Fruit Quality

P Nath;  M Bouzayen; A K Mattoo CAB International PDF

16

Biotechnology of Fruit Quality

Avtar K. Handa,1* Raheel Anwar1,2 and Autar K. Mattoo3

1Department of Horticulture and Landscape Architecture, Purdue

University, West Lafayette, IN, USA; 2Institute of Horticultural Sciences,

University of Agriculture, Faisalabad, Punjab, Pakistan; 3Sustainable

Agricultural Systems Laboratory, USDA-ARS,Beltsville Agricultural

Research Center, Beltsville, MD, USA

16.1 Introduction

Fruit and vegetable crops are the major dietary source of vitamins, antioxidants and minerals and have the potential not only to ameliorate physiological disorders but also to decrease the incidence of human diseases such as cancer. Consequently, consumption of fruits and vegetables has increased in recent years, further increasing their global demand. Consumers expect good-quality fruit to be flavourful, succulent, juicy and nutritional, in addition to being attractive in size and appearance.

Other consumer-desirable characteristics of fruits include crispness, chewiness and oiliness. However, for the fruit handler, shipper and retailer, the desirable fruit quality attributes include being less prone to handling and shipping damages, slow softening during storage and longer shelflife, without affecting consumer appeal.

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Chapter Two - Controversies of Process: The DSM and the Pharmaceutical Industry

Cooper, Rachel Karnac Books ePub

Whenever a new condition is included in the DSM, or diagnostic boundaries are expanded, a new market for drugs is potentially created. The pharmaceutical industry thus has huge amounts at stake when the DSM is revised. Given that the DSM matters to the pharmaceutical companies, and given that these companies are rich and powerful, there is cause to monitor links between the drugs industry, the APA, and the DSM.

Let's start with the money. A substantial proportion of the APA's revenue comes from pharmaceutical companies (in 2005, $18 million of a total revenue of $61, down to about $7 million of $46 million by 2011) (APA, 2005, 2012a, 2012b). This money comes partly from advertising in APA journals, partly from sponsorship of the annual meeting, and partly through grants for “education, advocacy and research” (APA, 2012a). Other medical specialties also have links with the pharmaceutical industry, and concern about potential conflicts of interest has become widespread (Kaplan, 2008). In line with actions taken by the professional bodies of other medical specialties, in recent years the APA has sought to institute a range of measures aimed at reducing and managing conflicts of interest (Kaplan, 2008). By 2009, drug money going into the APA had significantly declined (both as the APA set out to reduce the number of industry sponsored symposia at its meetings and as the economic downturn reduced advertising revenue) (Cassels, 2010). In addition to general concerns about the APA being so heavily reliant on funding from the pharmaceutical industry, there are more specific worries about links between industry and members of the committees revising the DSM. Individual committee members may have links with industry, such as receiving fees for speaking and consulting, receiving research grants, and having company shares. Many worry that such industry ties might influence committee members.

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6. Technique, acting out, and psychosomatics

Rosenfeld, David Karnac Books ePub

By ‘acting out’ we mean any external behaviour or act motivated by the transference relationship with the analyst (Freud, 1914g).

As Freud (1914g) pointed out, it is a way of remembering by repeating acts instead of recalling them and communicating them in verbal and symbolic language. It is a past that never ceased to be the past. On many occasions, acting out implies recalling, in a continuous present, something that was never a part of the past at all: it is to present the same story, over and over again, on a stage where a drama of the past is unfolding.

As Herbert Rosenfeld (1965) and David Liberman (1978) have pointed out, it is often usual in the course of psychoanalytic treatment to employ a communication style of repertoire including acting.

The difference between using acting as a form of communication or as an attack on the bond depends mainly on the analyst’s decoding ability at that moment.

Herbert Rosenfeld (1965) describes and clarifies the difference between normal or neurotic acting out and psychotic acting out, and he relates them to different stages of early development: ‘Acting out is a defence against confusional anxieties. Besides, in the case of chronic schizophrenics, there is an additional problem which increases their tendency to act out: the acute state of confusion from which they are constantly trying to defend themselves. If progress is made in analysis and the emotions deriving from the state of confusion emerge in the transference, the patient resorts to excessive acting out as a defence.’

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Medium 9781609940935

A Second Chance

Miller, Mark Berrett-Koehler Publishers ePub

Debbie and her team knew they needed to refine the initial training they had provided for the pilot. There were some obvious things that needed to be changed, some things to be added, and even a few things that could be eliminated.

Based on what the team had found in their initial visits, they decided more visits would be helpful. Those would be conducted over the next thirty days. The team also wanted to hear from all the leaders they could not visit. They decided to send out a brief survey. Here’s what they created:

• What impact did the training session you attended last quarter have on the performance of your team?

• What tangible success have you seen as a result of the training?

• How would you improve the training?

• What questions do you have that were not addressed in the training?

• How can we help you as you work to improve your team and its performance?

Five questions—that was it. The team sent these out by e-mail. The response was encouraging and almost immediate. With all this information—the initial visits, the additional visits, and the survey results—the team was ready to plan its next steps.

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