Tour Of Duty Research Articles

Obsessional Thought Disturbance in a Gainfully Employed PTSD Patient

This is a single case study of obsessional thought disturbance in a currently employed Vietnam veteran who experienced traumatic stress during and subsequent to his tour of duty in Vietnam. It was hypothesized that with the diagnostic indicators present a systematic desensitization model with muscle relaxation, covert imagery, cognitive disputation and self-monitoring would offer relief to the patient's obsessive-compulsive features and allow maintenance of employment. Cognitive disputation, especially with spouse participation addressing the irrational belief system, proved to be a very effective component in the treatment program. The patient learned effective coping skills to guard against future obsessional thought disturbance and has been able to maintain gainful employment.

Implications of Salesforce Productivity Heterogeneity and Demotivation: A Navy Recruiter Case Study

This paper describes a study of Navy recruiter productivity at the individual recruiter level. Timeseries of monthly contract production by each of 345 recruiters who served for six months or more during the period May 1977–December 1978 formed the basis of the study. A wide variation in job tenure was observed in this data with some recruiters beginning their normal three-year tour of duty, and others in their second or third years. Two key empirical findings are reported here: (1) in addition to the expected learning period at the beginning of a recruiter's tour of duty there was a severe and extended demotivational (or “delearning”) period at the end of the tour. Production during these periods was very low. (2) substantial heterogeneity existed in recruiter productivity after controlling for the impact of tenure. Recruiter performance is predictable—good recruiters tend to stay good while poor recruiters continue to perform poorly. A stochastic model for heterogeneous production is developed and an early rotation policy for poorly performing recruiters is proposed. Under this policy a recruiter is observed for N months after the learning period. If total production in N months is less than c, the recruiter is rotated out and is replaced by a new recruiter. It is shown that the optimal selection of N and c can substantially improve recruiter force productivity. Productivity improves even when these parameters deviate somewhat from optimality. U.S. Navy Recruiting command initiatives that resulted from this and related studies are described. They included a change in the measure used for recruiter goal setting and an incentive system which led to rewards for superior recruiters and reassigning poorly performing recruiters to nonrecruiting duty. Finally the paper discusses the implications of the results obtained for industrial salesforces.

Low-Dose Intradermal Hepatitis B Vaccine

To the Editor.— In a recent report from the Walter Reed Army Institute of Research, Redfield and colleagues 1 presented the results of a study in which 2 μg of hepatitis B vaccine administered intradermally (ID) to 25 health workers was compared with the standard 20-μg dose administered intramuscularly (IM) to another 25 health workers. Based on similar seroconversion rates and antibody levels achieved, these investigators concluded that the low-dose ID regimen was comparable in immunogenicity with the IM regimen. Obviously, if ID administration requires one-tenth the dose of the IM route, the potential savings in vaccine costs would make this vaccine more affordable and, therefore, more available than it is now. For the military, already under budgetary pressure to limit spending, the dollar savings for a mass vaccination program of military personnel rotating for brief tours of duty through high-risk areas of the world would be substantial. On the

Low-dose intradermal hepatitis B vaccine

<h3>To the Editor.—</h3> In a recent report from the Walter Reed Army Institute of Research, Redfield and colleagues¹presented the results of a study in which 2 μg of hepatitis B vaccine administered intradermally (ID) to 25 health workers was compared with the standard 20-μg dose administered intramuscularly (IM) to another 25 health workers. Based on similar seroconversion rates and antibody levels achieved, these investigators concluded that the low-dose ID regimen was comparable in immunogenicity with the IM regimen. Obviously, if ID administration requires one-tenth the dose of the IM route, the potential savings in vaccine costs would make this vaccine more affordable and, therefore, more available than it is now. For the military, already under budgetary pressure to limit spending, the dollar savings for a mass vaccination program of military personnel rotating for brief tours of duty through high-risk areas of the world would be substantial. On the

BANQUET ADDRESS:

BANQUET ADDRESS:

Coloring Points in the Unit Square

Click to increase image sizeClick to decrease image size Additional informationNotes on contributorsCharles H. JepsenCharles H. Jepsen is Professor of Mathematics at Grinnell College, Grinnell, I A, where he has been since 1969. He taught for two years at M.I.T. after receiving his Ph.D. from Indiana University in 1967. His research interests lie in geometry (e.g., combinatorial geometry, geometry of configurations). In addition, he recently finished a tour of duty as director of Grinnell's program in problem solving and technology studies, funded by a grant from the Alfred P. Sloan Foundation.

The effectiveness of case studies in training principals, using the deliberative orientation

The identification of effective methods of training principals has puzzled educators and trainers of educators for some time. One of the major reasons for this puzzlement is the inability to define precisely the job of principal. Ideally, principals serve as instructional leaders. Realistically, principals act as managers, politicians, arbitrators, paperpushers, and scapegoats. In other words, principals do anything and everything to keep their schools functioning at least at a minimum level. Preparation for this complex job usually involves teaching for a number of years, course work at a university to meet administrator's certification requirements, and a tour of duty as an assistant principal. However, these avenues have not proven to be completely effective or satisfactory. Educators learn to be principals on the job. On-the-job training for such a complex and important position can result in inappropriate and even disastrous decisions and actions, affecting an entire school. Consequently, debate continues about the best method of training individuals for the principalship. One consideration in the debate over the best training method is that there may not be one best method. Based on the complexity of the job, the best training approach might involve using multiple methods and tools. In addition, diversification of the focus of the training might be helpful. Along with the traditional focus on the performance of specific tasks, training could concentrate on pre-service and in-service principals with informational, observational and analytical skills required to meet the complex and varied demands of the job. This management form of preparation might be more effective than skills for handling specific

Swaddling and the AAP logo

In mid-March, I started a tour of duty at the Spafford Children9s Center in the Old City of Jerusalem. The patients were mostly native Arabs. Many were from surrounding towns and villages. This was my first experience with true swaddling. The baby thus wrapped is unable to exercise or turn over. Most had tight hips; a simple rhinitis otitis media was inevitable. Many had rales, doubtlessly associated with hypostasis. There was also a tendency to neglect diaper changing.

THE MODERN MONOHULL

Naval Engineers JournalVolume 97, Issue 2 p. 65-82 THE MODERN MONOHULL Capt. Clark Graham USN, Capt. Clark Graham USN Capt. Clark Graham, USN is one of the Navy's recognized leaders in the area of surface combatant design. He recently completed a five year tour of duty in the Naval Sea Systems Command as the ship design manager and technical director of Arleigh Burke (DDG-51) destroyer design. Previously, he was a member of the Navy design teams for Spruance (DD-963) and Virginia (CGN-38). Capt. Graham served as assistant technical director of the Advanced Naval Vehicles Concepts Evaluation and has been active in the field of comparative ship design analysis. His operational experience includes a tour as a cruiser chief engineer. Capt. Graham is currently the professor of naval construction and engineering at M.I.T.Search for more papers by this author Capt. Clark Graham USN, Capt. Clark Graham USN Capt. Clark Graham, USN is one of the Navy's recognized leaders in the area of surface combatant design. He recently completed a five year tour of duty in the Naval Sea Systems Command as the ship design manager and technical director of Arleigh Burke (DDG-51) destroyer design. Previously, he was a member of the Navy design teams for Spruance (DD-963) and Virginia (CGN-38). Capt. Graham served as assistant technical director of the Advanced Naval Vehicles Concepts Evaluation and has been active in the field of comparative ship design analysis. His operational experience includes a tour as a cruiser chief engineer. Capt. Graham is currently the professor of naval construction and engineering at M.I.T.Search for more papers by this author First published: February 1985 https://doi.org/10.1111/j.1559-3584.1985.tb03395.x AboutPDF ToolsExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume97, Issue2February 1985Pages 65-82 RelatedInformation

READINESS AND TIMING

Naval Engineers JournalVolume 97, Issue 2 p. 63-64 READINESS AND TIMING Capt. Karl M. Duff USN, Capt. Karl M. Duff USN Capt. Karl M. Duff, USN is the deputy director for research and development in the Ship Systems Directorate of the Naval Sea Systems Command. He earned a doctorate in mechanical engineering from Massachusetts Institute of Technology. His prior service includes a tour of duty aboard the USS Brown (DD-546). He was project officer for construction of two hydrofoil ships, PCH and AGEH. He also served as officer-in-charge of the Hydrofoil Special Trials Unit before his appointment as deputy project manager for the NATO PHM Acquisition Program. Captain Duff then served on the staff of the Chief of Naval Material with responsibility for acquisition programs. He later served as head of the Ocean Warfare Division of the Tactical Technology Office, DARPA and as assistant chief of Naval research and development.Search for more papers by this author Capt. Karl M. Duff USN, Capt. Karl M. Duff USN Capt. Karl M. Duff, USN is the deputy director for research and development in the Ship Systems Directorate of the Naval Sea Systems Command. He earned a doctorate in mechanical engineering from Massachusetts Institute of Technology. His prior service includes a tour of duty aboard the USS Brown (DD-546). He was project officer for construction of two hydrofoil ships, PCH and AGEH. He also served as officer-in-charge of the Hydrofoil Special Trials Unit before his appointment as deputy project manager for the NATO PHM Acquisition Program. Captain Duff then served on the staff of the Chief of Naval Material with responsibility for acquisition programs. He later served as head of the Ocean Warfare Division of the Tactical Technology Office, DARPA and as assistant chief of Naval research and development.Search for more papers by this author First published: February 1985 https://doi.org/10.1111/j.1559-3584.1985.tb03394.x AboutPDF ToolsExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL No abstract is available for this article. Volume97, Issue2February 1985Pages 63-64 RelatedInformation

Operations Research in the US Marine Corps: A Characterization

In 1981 a survey was conducted of all officers with a secondary Military Occupational Specialty (MOS) of Operations Analyst on active duty in the US Marine Corps. Its aim was to determine the usage frequency and the importance of 35 OR techniques and application areas during the officers' most recent tours of duty. The study focused on the use of operations research, but also yields insight on the use of operations researchers.

Francis W. Reichelderfer 1895–1983

Francis W. Reichelderfer, who died January 26, 1983, introduced modern forecasting techniques to U.S. military and civilian weather prediction and spearheaded their dissemination throughout the world. When Reichelderfer retired as Chief of the U.S. Weather Bureau in 1963, Secretary of Commerce Luther H. Hodges declared that, “You are leaving a legacy of the world's largest and most sophisticated weather system … During your tour of duty, your leadership and inspiration guided meteorologists throughout the world to work toward the common goal of a truly global weather system.” President Kennedy and former Presidents Truman and Eisenhower sent letters of appreciation. In addition, Reichelderfer received gifts and messages from more than 50 other nations in recognition of his many contributions to the development of modern meteorology. Reichelderfer himself said that he had been fortunate “always to have been in the right place at the right time.”

An integrated approach for manpower planning in the service sector

The manpower planning problem receives considerable attention by the management of service organizations because they are typically labor intensive. Not only must optimal staff sizes be determined over an extended horizon, but optimal staff schedules which assign labor to tours of duty and specific tasks, given the available staff size, must also be found. Adding to the complexity arising from the interrelatedness of the staff-sizing and staff-scheduling problems is the existence of the conflicting multiple objectives of minimizing costs and maximizing customer service. The few methodologies reported in the literature which treat the complete manpower planning problem as stated above have several shortcomings. Some techniques place a severe strain on computational capabilities. Also, these methods confound the specification of the goal levels with the analysis of the relative goal weightings. Often the specification of the desired goal levels is made at a different level in the organizational hierarchy than the specification of the relative importance of the various goals. This paper suggests an approach which overcomes these shortcomings. The methodology utilizes a simulation model with an imbedded heuristic procedure for the staff-scheduling problem to identify realistic aggregate staff-size goals to be used in a multiple-objective staff-sizing model. The methodology is applied to the manpower planning problem of a large sectional center post office and the managerial benefits are discussed.

Personnel Recruitment and Retention: Problems and Prospects for the United States

In the development of an adequate defense capability, the United States faces no more formidable problems than those associated with personnel recruitment and retention. The replacement of the draft by the All-Volunteer Force has resulted in substantially higher financial costs, which have been met by reducing force readiness and modernization. Because of its aging population structure, the United States is likely to face higher personnel costs in the next decade in competition with the civilian economy. The AV F has resulted in problems of productivity and quality of personnel needed to perform complex tasks and to operate complicated weapons systems. Although a return to conscription would provide the armed services with a broader cross-section of U.S. society and spread more equitably the burden of military service, the high turnover associated with conscription would increase training and operating costs. The author suggests that the United States, except in the event of a national emergency requiring rapid expansion of forces, will continue to rely on volunteerism. He addresses options such as lengthening the initial tour of duty and reforms is compensation structure as means toward the resolution of military personnel recruitment and retention problems.

Kusakabe Kimbei

Abstract A modest album of 25 hand-coloured albumen prints, in a private collection, seems to record some tour of duty or vacation in the Far East. At the end is one uncoloured print of a European man and woman, in the costume of the 1890s, sitting in the garden of a large house or hotel, and the album may be their own personal memento. The pictures record scenes in Hong Kong, Shanghai, Macao, Canton, Yokohama, etc. The views are obviously commercial, produced for European visitors and often labelled with helpful printed captions in one corner: ‘C-5 Feeding Silk Worrms’ [sic].

Portable Medical Record Systems

To the Editor.— During our tour of duty for Care-Medico in Afghanistan in 1972, we were initially shocked that patients retained their own medical records and roentgenograms. Later we were charmed by the idea. It came to seem appropriate in this poor country of self-reliant people that responsibility for their medical records was each person's concern. Had we, as physicians in the United States, in a paternalistic and sometimes patronizing attitude to our patients, assumed too much responsibility? Were we in part helping to generate a dependent rather than self-reliant population? The concept of A Portable Medical Record System for the Elderly (242:57, 1979) could be expanded to the Afghanistani model. People do hold their driver's license, social security cards, and duplicate tax forms; why not their medical records? What a saving in space and cost to be rid of the hospital record rooms and their army of clerks. What

PREDICTION OF A SUBMARINE'S TRAJECTORY BY AN APPROXIMATE SOLUTION TO ITS EQUATIONS OF MOTION

Naval Engineers JournalVolume 91, Issue 4 p. 19-42 PREDICTION OF A SUBMARINE'S TRAJECTORY BY AN APPROXIMATE SOLUTION TO ITS EQUATIONS OF MOTION CAPTAIN JAMES L. McVOY, CAPTAIN JAMES L. McVOY USN THE AUTHOR graduated from the U.S. Naval Academy in 1949. After graduation, he served in the USS Midway (CVB-41) and USS Marquette (AKA-95); on Underwater Demolition Teams; in the USS Batfish (SS-310); at Portsmouth Naval Shipyard as Ship Superintendent: as Officer-in-Charge of the reserve submarine USS Hake (SS-256); and as Commanding Officer of the Submarine Reserve Training Center. Philadelphia. Pa. He received his B.S. degree in Mechanical Engineering from the U.S. Naval Postgraduate School, Monterey, Calif., and subsequent thereto was Executive Officer of the USS Tirante (SS-420). In 1961 he was designated an Engineering Duty Officer (ED) and ultimately assigned to Submarine Repair and Conversion at the Charleston Naval Shipyard. Since then, he has had many tours of duty in the Washington. D. C., area which include the Board of Inspection and Survey: the Material Readiness Division (OP-43), Office of the Chief of Naval Operations; the Naval Ship Engineering Center: the Naval Ship Systems Command; the Naval Sea Systems Command: and as Safety Officer, Naval Material Command (NMC). Recently he graduated from The George Washington University, receiving his M.S. degree in Operations Research. Currently. he is assigned to the Naval Sea Systems Command as the Inspector General. A member of ASNE since 1965. Capt. McVoy is also a member of ASME and AIAA.Search for more papers by this author CAPTAIN JAMES L. McVOY, CAPTAIN JAMES L. McVOY USN THE AUTHOR graduated from the U.S. Naval Academy in 1949. After graduation, he served in the USS Midway (CVB-41) and USS Marquette (AKA-95); on Underwater Demolition Teams; in the USS Batfish (SS-310); at Portsmouth Naval Shipyard as Ship Superintendent: as Officer-in-Charge of the reserve submarine USS Hake (SS-256); and as Commanding Officer of the Submarine Reserve Training Center. Philadelphia. Pa. He received his B.S. degree in Mechanical Engineering from the U.S. Naval Postgraduate School, Monterey, Calif., and subsequent thereto was Executive Officer of the USS Tirante (SS-420). In 1961 he was designated an Engineering Duty Officer (ED) and ultimately assigned to Submarine Repair and Conversion at the Charleston Naval Shipyard. Since then, he has had many tours of duty in the Washington. D. C., area which include the Board of Inspection and Survey: the Material Readiness Division (OP-43), Office of the Chief of Naval Operations; the Naval Ship Engineering Center: the Naval Ship Systems Command; the Naval Sea Systems Command: and as Safety Officer, Naval Material Command (NMC). Recently he graduated from The George Washington University, receiving his M.S. degree in Operations Research. Currently. he is assigned to the Naval Sea Systems Command as the Inspector General. A member of ASNE since 1965. Capt. McVoy is also a member of ASME and AIAA.Search for more papers by this author First published: August 1979 https://doi.org/10.1111/j.1559-3584.1979.tb03891.x AboutPDF ToolsExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume91, Issue4August 1979Pages 19-42 RelatedInformation

Group sessions for adolescents and for parents awaiting therapy in a child guidance clinic.

#{149}A psychiatric outpatient clinic’s ability to deliver services is complicated by seasonal fluctuations in the availability of staff time and in the flow of patients. The outpatient clinic of Kings County (N.Y.) Medical Center’s division of child and adolescent psychiatry is probably typical of most large municipal hospital clinics that serve primarily ghetto children from minority ethnic groups. A large percentage of the patients, especially the adolescents, are referred by the schools. Thus, between June and October intakes are low because there are no school referrals. By mid-October, however, school personnel begin to identify children with problems and refer them to the clinic; the result is a large number of new intakes from November through May. There are also fluctuations in staff time. The clinic is a unit of a large teaching division. Trainees begin their tour of duty on July 1, providing many available therapy hours precisely when the census is low. By December or January, when large numhers of children are referred for treatment, most of those hours already have been filled. Because of that mismatched schedule, either children were placed on long waiting lists, from which more than 50 per cent would eventually drop off, or valuable therapy hours went unused. To cope with this recurring yearly pattern, two “holding” groups were organized, one for adolescents and one for their parents. Once most therapy hours are filled, usually sometime in January, all new cases in need of therapy are given a choice between seeking treatment elsewhere (we offer help in finding a suitable resource) or participating in the clinic’s holding groups. If clients choose to

Pulmonary function in firefighters: acute changes in ventilatory capacity and their correlates.

A group of 39 firefighters was examined during routine firefighing duty. Following smoke exposure the average decrease in one-second forced expiratory volume (FEV1.0) was 0.05 litre (137 observations). This decline in FEV1.0 was related to the severity of smoke exposure as estimated by the firefighter and to the measured particulate concentration of the smoke to which he was exposed. Decreases in FEV1.0 in excess of 0.10 litre were recorded in 30% of observations. Changes in FEV1.0 resulting from a second exposure to smoke on the same tour of duty were greater when smoke exposure at the previous fire was heavy. The repeated episodes of irritation of the bronchial tree that have been documented in this investigation may explain the origin of the previously observed chronic effect of firefighting on respiratory symptoms and pulmonary function.

Giant Vesical Calculus

To the Editor.— Although giant vesical calculus is reported to be uncommon in the Western world (239:2272, 1978), it is not uncommon in Java. During our tour of duty with Care-Medico at the R. S. U. Mangkubumen Hospital in Solo, Central Java, in 1975, 1 we had occasion to see several giant bladder calculi. The Javanese surgeons did not find them unusual. One patient, a 43-year-old man, had a calculus of enormous size. Plain abdominal roentgenographic examination demonstrated the large opaque calculus to be filling the pelvis (Figure). Chemical analysis was not available. Further study of the epidemiologic characteristics of genitourinary calculus disease may be fruitful in cluing etiology.