Managing The Generational Divide: The Journal of The Laboratory Animal Management Association, 2008 Volume 20 - Issue 2

The Journal of the Laboratory Animal Management Association, 2008
Volume 20 - Issue 2
Managing the Generational Divide

Part 2
Page 10
12 Tips for Successful Team Building

Page 14
Training & Development for

Successful Employee Retention
Page 20
2008 LAMA Annual Conference

Page 24
The Lama Review - Page 1
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Page 2 - The Lama Review
Objectives of the
Laboratory Animal Management
Association
To promote the dissemination of ideas, experiences, and knowledge
To encourage continued education
To act as spokesperson
To actively assist in the training of managers
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T H E
L A M A
Volume 20, No. 2

EDITOR IN CHIEF
Fred A. Douglas
West Lafayette, IN
HIGHLIGHTS
IN THIS ISSUE
7
10
14
20
21
24
26
30
ASSOCIATE EDITOR
Carolyn Malinowski
Northwestern University
MANAGING EDITOR
Evelyn Macy
Lafayette, IN
EDITORIAL
ADVISORY BOARD
Steve Baker
Framingham, MA
Bob Beck
West Lafayette, IN
Gail Thompson
Wheatland, WY
Staff Contacts
Jim Manke, CAE
Executie Director
(952)253-6084
Kathi Schieff
Meeting Manager
(952) 253-6235 X115
TAB LE O F C O NTE NTS

A Message From The President
Managing the Generational Divide Pt 2
12 Tips for Successful Team Building
Training & Development for
Successful Employee Retention
HIPPA What Managers Need to Know
2008 LAMA Annual Conference
Computer Security for Managers
12 Memory Tricks
Kristi Ames
LAMA Review Coordinator
(651) 429-1867
9
11
12
32
34
37
38
40
PRESIDENT
Kyrsten Koeback
Wilmington, MA
VICE PRESIDENT
Steve Baker
Framingham, MA
VICE PRESIDENT ELECT
Cammie Symonowicz
Wallingfort, CT
PAST-PRESIDENT
Regina M. Correa-Murphy
Providence, RI
SECRETARY/TREASURER
Howard Mosher
Wallingford, CT
EXECUTIVE DIRECTOR
Jim Manke
Eden Prairie, MN
BOARD OF DIRECTORS
ONE YEAR
Laura Mistretta
Denver,PA
DEPARTMENTS
Keith Knapp
Membership &
Development Manager
(952) 253-6235 X139
2007-2008
EXECUTIVE COMMITTEE
OFFICERS
Q&A
Bill Avery
Carmbriger, MA
Daily Drive
TWO YEAR
Problem Solver
Health
Leadership Wired
Foundations
On the Trail with LAMA
Lisa Brown
El Paso, TX
Pamela Straeter
El Paso, TX
PRINTER
Data Print
Distribution
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From the Editors Cube

This edition of the Review features highlights from the 2008 Annual
Meeting held this year in Portland, Oregon. The meeting was a
real success as managers and directors of animal facilities from
different parts of the globe attended the four day event. We as a
Board attempted to portray in a small way the very intense program
that featured seminars, workshops, and platform sessions. The
Review Board is currently working to recruit the many fine presenters to develop their
presentations into articles for the Review with the goal of advancing management
knowledge for those who were unable to attend this year. The Review also highlights
in this edition the hard work of the Awards Committee under On the Trail with LAMA
as well as the LAMA Foundation. Be sure to look up this section and note this years
award winners and congratulate them the next time you see them.
Have a great summer!!
Fred
Public Responsibility in Medicine and Research (PRIM&R)

Join another high-quality, cant miss educational offering this fall!
On September 16-18, 2008, PRIM&R will host two highly acclaimed educational programs: IBC Basics and
Essentials of IACUC Administration. These courses are tailored specifically to the educational needs of
Institutional Biosafety Committee (IBC) and Institutional Animal Care and Use Committee (IACUC) members,
administrators, and staff, and will provide an opportunity for attendees to network with others in the field.
IBC Basics will help promote the professional development of those associated with IBCs by helping them
to learn about the NIH OBA, the history of IBCs,and the range of responsibilities IBCs have under the NIH
Guidelines for Research Involving Recombinant DNA Molecules.
Through Essentials of IACUC Administration, IACUC administrators and support staff, as well as training
and compliance personnel will learn how to effectively manage an animal care and use program, as well
as best practices in the field. It is strongly recommended that you either attend an IACUC 101 program,
or possessa good working knowledge of the rules and regulations pertaining to animal subjects research,
prior to taking Essentials of IACUC Administration.
This two and a half day program will be held at The Hilton at the Ballpark Hotel in St. Louis, MO. Tentative
course agenda is online at www.primr.org. Registrants have the option of selecting one or both of the
educational courses being offered.
Questions? Contact Mariellen Diemand via e-mail at mdiemand@primr.org, or by phone at 617.423.4112,
Ext. 210.
Presidents Message
Hello everyone, and Happy Spring! We here at LAMA are just coming off a very successful
meeting in Portland, Oregon. Each years annual meeting seems to grow in not just numbers, but
in the depth of the program and the value that it brings to our members. We took some time at this
meeting to get feedback from our members at a Strategic Long Range Planning (SLRP) meeting
over lunch.
The Board of Directors and ASI, our management group, will be gathering that feedback and
incorporating it into our immediate plans for our long range vision of this group. Last year, we
did a very well received survey of our members. This recent planning meeting was a follow on to
that, and as a board we are collecting that data and will be using it for our SLRP. We as a board
feel very strongly that direct feedback from our members is the key to our long term success as a
group. We want to provide real time solutions to the challenges we all face as managers in our day
to day operations. LAMA as an organization strives to be a resource that we hope you look to first
either through our website, The LAMA Review, or our annual meetings.
The Portland meeting was a tremendous success. I would like to thank our program committee
for all of their hard work putting together such an outstanding program. Great job to Tracy Lewis,
Gordon Brackee, and Guerra Benberry. And to all of our speakers thank you so much for
sharing your expertise with us. We hope that you consider joining us again in the very near future.
A special thank you to Lynelle Dupupe for sharing her story of her experience at Tulane during
Hurricane Katrina. We know what a difficult time you and your staff went through, and we thank
you for sharing your story.
One last thank you and I promise Ill stop! As many of you know, I was unable to attend the
meeting in Portland due to health reasons. It was very difficult to sit back home while you all were
meeting, and I need to thank our OUTSTANDING Board of Directors for all of the support and hard
work not just in Portland, but the weeks leading up to it. Regina Correa-Murphy: This group would
be just lost without you. You are the glue that holds this group together, and you are such a mentor
to all of us. Thank you, thank you, thank you for all that you bring to our little family.
I look forward to a very productive year for LAMA. This is your organization, and we welcome all of
your comments and feedback to provide you with the tools that you need to succeed.
All my best,
-KK

Kyrsten Koebach
2008-2009 LAMA President
Guide To Authors
The LAMA Review is a quarterly Publication of the
Laboratory Animal Management Association. It is dedicated
to providing the highest quality management
information to our membership, which is comprised of
professional managers, supervisors, and administrators of
laboratory animal care and use programs throughout the
world. All information published in this journal is for nonprofit educational purposes.
o Job Opportunities: posting of current job opportunities

available in the field
o Book Review: provide a synopsis and review of current
literature in various management topics
o Problem Solving: present a workplace problem and
propose several methods to solve the problem or
improve the situation
ARTICLES
OBJECTIVES OF LAMA
The objectives of the Laboratory Animal Management

Association are as follows:
o To promote the dissemination of ideas, experiences, and
knowledge
o To encourage continued education
o To act as spokespersons for the organization
o To actively assist in the training of managers
PUBLICATION FEATURES
The LAMA Review features the following Sections in each

publication:
o Original Articles: provide new ideas, topics, and
experiences through the eyes of LAMA members,
professional managers, and administrators of laboratory
animal care and use programs. Review Articles: provide
thorough and representative reviews of available
literature. Often present the historical basis and attempt
to solve a current problem or discuss future directions.
o Job Tips: provides ideas on handling staff relations and
communication.
o Managers Forum: a resource for human resource
topics, experiences with employee
o Relations, organizational development, etc.

Submissions of articles are accepted from LAMA members,

professional managers, and administrators of laboratory
animal care and use. Submissions are accepted for the
following features of the LAMA Review:
o Original Articles
o Review Articles
o Job Tips
o Managers Forum
o Problem Solving
Submissions should generally range between 2,000 and
5,000 words. All submissions are subject to editing by the
Review Board, for clarity and length.
FORMATTING
All references should be indicated numerically throughout

the document with full citations listed numerically at the end
of the article. Please do not include headers, footers, or
footnotes in electronic documents.
SUBMISSIONS
Articles, ideas, and recommendations may be submitted

electronically to Fred Douglas, Editor in Chief, via email to
fad712@insightbb.com. Alternatively, hardcopies may be
faxed to (765) 494 - 7569
Contributing Writers
Bob Beck
Jacque Calnan
Casey Kilcullen-Steiner
Cammie Symonowicz
Steve Young
Bill Umiker (Dec)
Fran Langley
Ron Gordon
George Irving
Carolyn Malinowski
Katy Burns
Gail Heidbrink
Harriet Burgess
Jim Hendley
MANAGEMENT INFORMATION
By Bob Beck
Q:
A:
I have a couple of animal care techs who

have fallen in love. Unfortunately their
romance is getting in the way of work. What
can I do about it?
Ahh, love is in the air!! Its spring time and

the birds and the bees are beginning to stir!
This is a very timely question. And with all
kidding aside this is a serious issue, or at
least can become one depending on how it
is managed.
The frequency of co-workers dating and in one
fashion or another seeing each other has increased
steadily over the years. The probable cause is a
likely one: the vast majority of our waking time each
day, Monday through Friday is spent at work. With
the emphasis on team work and maintaining a civil
atmosphere at work, all of these variables can act as
catalysts for that budding office romance.
The first stop in managing this situation is your
organizations own policies and procedures manual.
Is there a guideline or even strict prohibition regarding
co-worker fraternization? If not then your next stop
should be the Human Resource Office. Do they
have a companywide policy or procedure for this? If
the answer to either one of these questions is yes,
then defer to the policy/procedure for responding.
If the answer is a policy does not exist that applies
to such situations, then it is time to document your
observations, as they pertain to your employees
getting the work done.
One of the key factors here is the assumption that
both co-workers are peers, or at least on the same
level. If one is a leader or supervisor then this
situation is escalated dramatically. Nepotism may
come into play if your company has such a policy.
The other element in this situation is the power
differential one co-worker may have over another.
When such relationships go south, the first thing that
often occurs is the claim of sexual harassment by the
party without the power or elevated status. These
types of relationships at work should be prohibited
for the welfare and benefit of everyone in the
organization.
The guidance that follows is based on both coworkers being the same level, peers if you will.
Something is happening or not happening on the

job that gives you reason to state, their romance is
getting in the way of work. These observations of
behaviors will be the basis for your counseling each
employee, individually.
What are you seeing and hearing about your techs
work efforts that are missing the mark?
How is each techs performance on the job not
meeting expectations?
Where are the issues surfacing? On break, on
lunch, while doing tasks and job duties?
You get the idea by now. The key is for you to be able
to specifically identify where each employees efforts
are being adversely impacted, on the job.
This will avoid claims by the team members that you
have something against them personally, that you are
a Scrooge when it comes to life and romance and the
list of side tracks could go on and on.
As well, should there be a grievance or complaint
filed by one or both of the techs, you will be on
terra firma if your observations and counseling are
specific, behaviorally based and focused purely on
their job performance. This approach is even more
important if future counseling becomes necessary
and progressive discipline comes into play if their
performance does not meet goals, expectations etc.
The meeting with each employee is critical. The
flow of the conversation must be focused on what
you have observed, where the performance does
not meet standards. Once having shared your
observations, wait for their response. Ignore any
and all side tracks they might throw out. Stay on
the job related behaviors. Ask them for a specific
solution that will enable them to meet the required
performance criteria. Agree on what the new course
of action will be and then follow-up in the future at an
appropriate time that will allow for implementation.
The same meeting must be held with each person
whose performance is not up to par. My advice would
be to not focus or even mention the relationship.
That is not really the issue; the issue is not performing
on the job.
This is one of those difficult supervisor issues
that when they occur, needs to be handled in a
professional and discreet manner. And dont forget
HR!
Pamela Straeter, Wyeth Pharmaceuticals.

In part I of Managing the Generation Divide,
Traditionalist were introduced. The next
generation is the baby Boomers:
Baby Boomers: (born 1946-1964)

This timeframe is referred to as a boom because there were
so many babies being born at the same time. They have
had to compete with others in their generation from a crib
in the hospital to limited opening on sports teams growing
up. Sometimes called the me generation because their
parents spoiled them and because from their childhood had
television advertisers catering to them for their business. They
are optimists at heart and have always wanted to make the
world a better place. Baby Boomers grew up during a time of
prosperity, change and expansion, but now they must compete
with others in their generations for limited openings in the
workforce. Because of the economic expansion of their time,
they have a strong sense of security. Boomers have been
referred to as workaholics. They have a live to work attitude
during their working years but many of them plan on early
retirement in order to achieve a better work life balance in their
later years..The baby Boomer generation has a strong work
ethic and a competitive nature. Many Baby Boomers plan to
work at least part time in their older years, often to support
their interests and hobbies they have picked up along the way.
Employees who offer part time or short term positions have
the greatest ability to retain this group of employees because
it will allow them the flexibility in their schedules and the work
life balance they did not have in their younger working years.
Like the Traditionalists, the Baby Boomers maturity and work
ethic can be a positive influence on younger workers. Baby
Boomers have learned political skills and how to read their
bosses.
Managing Baby Boomers:

Most Baby Boomers want to work with an organization where
they feel they can make a difference and where they can
develop their status. They want the ability to be able to grow
and become stars in their organization. A manager must keep
in mind that the term workaholic was coined during this era.
Boomers put their lives on hold for their careers, and in their
later years are now trying to find the work/life balance they
missed out on. They let their careers control their family lives
with their children, but are not willing to do the same thing
with their grandchildren. This generation has a strong need to
prove themselves and enjoy working in a team environment.

This group generally prefers to the leader of the team
whenever possible. They will create a fair and level playing
field for all team members and form cohesive teams, giving
credit where credit is due, but they want to be in charge and
control the teams destiny.
Many of this generation just want to be listened to, and to
know that their voices have been heard instead of just cast
aside. They desire communicating in one on one situation,
and feel a need to be understood by others, especially their
supervisors.
Managers need to let this generation know, just like the
Traditionalists, that their experience is valued. Allow
them the opportunity to make productive changes in
the organization and they will be loyal for a long time.
Communicate to them what areas they can excel in and
what their career track will be and this generation will
blossom.
Managers need to take great care when training Boomers.
Many in this generation feel they know everything they need
to. While they may know a lot, it may have been learned in
a textbook and not from actual hands on experience. They
do not take a look at the fact that the textbook is for allowing
them to become familiar with concepts, but until those
concepts are put into practice they do not have the most
valuable tool, experience. Giving this generation personal
challenges by asking them to solve problems at work will
help to satiate their need for continued personal growth
and allow them to gain real life expertise. Boomers want
developmental experiences that will allow them to stand in
the spotlight and earn praise from their higher ups.
Boomers can generally be motivated by getting them
involved and showing them where they are making a
difference. This generation usually does well by being
recognized with promotions that show their status, or by
giving them personal appreciation both verbally and in
writing.
References:
Hicks, Rick and Kathy (1999). Boomers, Xers and Other
Strangers; Understanding the Generational Differences That
Divide US. Wheaton, Illinoise: Tyndale, House Publishing.
Zemke, Ron, Raines, Claire & Filipczak, Bob (2000).
Generations at Work: Managing the Clash of Veterans,
Boomers, Xers and Nexters in Your Workforce. New York:
AMACON (American Management Association)
The Daily Drive

Going For The Jugular in Melanoma
ScienceDaily (Jan. 31, 2008)
Its increasingly believed among
scientists that nearly every cancer
contains small populations of highly dangerous cells--cancer
stem cell--that can initiate a cancer, drive its progression, and
create endless copies of themselves. On the theory that targeting
these cells might be an effective therapeutic strategy, researchers
around the world have begun isolating stem cells from various
kinds of cancers. Now, for the first time, researchers at Childrens
Hospital Boston and Brigham and Womens Hospital (BWH) have
found a strategy that selectively targets cancer stem cells for
destruction, successfully halting one of the deadliest cancers-melanoma--in mice.
The findings, reported in a cover article in the January 17 issue of
Nature, also add credence to the hypothesis that stem cells drive
cancer progression.
National Cancer Institute, and the percentage of people
developing melanoma in the U.S. has more than doubled in the
past 30 years. Melanoma usually grows initially as a flat brown to
black spot that can be removed surgically if recognized early, but
once a three-dimensional nodule develops, it gains the ability to
metastasize and becomes deadly.
Markus Frank, MD, a researcher in the Transplantation Research
Center of Childrens and BWH, in collaboration with George
Murphy, MD, chief of Dermatopathology at BWH, isolated
melanoma stem cells and found that they have, on their surface,
a special protein that helps shuttle toxic agents out of the cell.
Previously, the Childrens-BWH laboratory of Frank and Natasha
Frank, MD (who is also in the Division of Genetics at Childrens
and BWH) discovered and cloned this protein, known as
ABCB5, and showed that it renders melanoma cells resistant to
chemotherapy drugs.(1) In the new paper, they show that ABCB5
is unique to the subpopulation of melanoma stem cells.
But most strikingly, Frank and colleagues were able to
leverage ABCB5--normally a protector--to bring about the
destruction of these highly virulent stem cells in mice bearing
human melanomas. They injected the mice with monoclonal
antibodies that bound only to cells with the ABCB5 protein-namely, melanoma stem cells. The antibodies stimulated an
immune response against the stem cells that led to cell death
and significantly inhibited melanoma growth as compared with
untreated mice.
This study lays the groundwork for a possible treatment, showing
that targeting stem cells may be a viable strategy in cancer, says
Frank. Until this study, no evidence had been provided.
The study also shows that melanomas are smart, in that their
virulence is hidden within small sub-populations that are difficult to
identify and difficult to destroy as a result of expressing proteins
like ABCB5, adds Murphy. Now, the distinct possibility exists that
such cells actually can be outsmarted. Hopefully, this will lead
to new ways of treating metastatic disease, since our existing
treatments dont work well.
Frank and colleagues, including the papers first author, Tobias
Schatton, PharmD, of the Transplantation Research Center,
are pursuing further studies aimed at eventually bringing this
finding to the clinic. They are studying various alternative ways of
inhibiting ABCB5, such as human monoclonal antibodies (the one
used in this study was raised in a mouse) or small inhibitory RNA
molecules.
They are also closely studying the melanoma stem cell, now that
theyve isolated it, using gene-expression studies and proteomic
studies to understand what makes it tick. This could yield other
targets in the cell, says Frank. However, I favor ABCB5--its
not just a marker or beacon on the cell, but it relates to the cells
ability to develop drug resistance.
Frank adds that a cancer stem cell could try to outsmart
treatments that target ABCB5 by making less of the protein,
but since ABCB5 is so essential to the cells ability to survive
chemotherapy, this is unlikely to happen. ABCB5 might also be
a useful marker of a tumors virulence, indicating the need for
aggressive treatment, Murphy notes.
These ongoing studies are supported by the Specialized Program
in Research Excellence (SPORE) in Skin Cancer, a Dana Farber
Harvard Cancer Center-wide translational research grant based
at the BWH and funded through the National Cancer Institute/
National Institutes of Health.
It is gratifying to see this exciting work move closer to clinical
applications, thanks to the collaboration between Drs. Frank and
Murphy and the involvement of our patients with melanoma, says
study co-author Thomas Kupper, MD, SPORE Director and Chair
of Dermatology at the BWH. Effective treatments for advanced
melanoma are desperately needed.
This work was also supported by the Department of Defense.
Note:
1) Frank NY et al. ABCB5-mediated doxorubicin transport and chemoresistance
in human malignant melanoma. Cancer Res 2005 May 15; 65:4320-33.
Adapted from materials provided by Childrens Hospital Boston.
The Problem Solver

You Are the Manager, What Do You Do Next?
Midwestern University was

going through a phenomenal
time of growth in terms of
research funding, research
faculty, and research space.
All of this was due to a very
aggressive, successful strategic plan implemented
by the upper administration. This had significant
ramifications for the six or so animal facilities dotted
throughout the campus. The managers of each of
the units were faced with enormous management
challenges in terms of space management, building/
renovation, hiring, and training to name just a
few. Unfortunately long days and weeks were the
norm rather than the exception. The campus being
decentralized in terms of management left the
animal facility leaders feeling that they were without
support in the day to day trials and tribulations. Their
bosses were of little help attempting to wear two hats
assisting with facility oversight while attempting to
placate their fellow faculty. The Laboratory Animal
Program staff were sympathetic but felt powerless
to step in and help matters. If you were a manager
of one of these facilities what would you do to
manage your own health and welfare, protect your
staffs health and welfare, and manage the facility
effectively?
Panelist #1
1. Attempt to bridge the gap amongst the other
animal facilities throughout the campus by
establishing either:
a. Lunch and learns which brings all players to one
site to discuss hot topics weekly / monthly / quarterly.
b. Establish liaisons who will meet w/ the managers
/ staff from the other facilities and communicate back
to their respective arms (does not have to be a mgr,
could be lead technician (empowering this group /
individual)).
2. Acknowledge to the staff how over worked and
out of the loop they feel (include yourself in the
discussion). Identify areas w/in the facility that are
critical and brainstorm w/ the staff the best way to
accomplish these tasks during this crunch time (IE.,
the long days and weeks will not last long- employee
turnover will inevitably rise, staff morale will plummet,
etc).
3. Establish a time line w/ senior managements
buy-in, the successful strategic plan implemented
by the upper administration, will only survive as
long as everyone involved remains informed and is
compensated (financially and / or spiritually). Stick
to the timeline which has been agreed upon- the staff
will need to see there is light @ the end of the tunnel.
Panelist #2
These six facility managers have a great challenge.
Massive expansion across numerous departments
in a university is usually confusing, frustrating, and
exasperating. The key for these facility managers is
communication, collaboration, and their own plan.
The six managers should form a consortium. Hold
a meeting (it may take several hours) to air all of the
issues and challenges. Write these down. Develop
a plan to approach each of the items on the list. The
group must agree that they can best attack the list as
a unified group. Make a commitment to each other
at that first meeting. Start having a weekly meeting.
It would be best to pick a single location and initiate
a war room concept where they could leave lists
of tasks to do and the progress to completion on the
walls. The group will need plenty of white boards (or
flip charts) dry markers, etc.
Build a road map that depicts all of the things that
each facility must do to get where they want to be.
There will be overlap. Identify those overlaps and
form subgroups to work together to get those tasks
done. Identify what that task is, who is going to do
it and when it is to be completed. Identify phase
points or milestones along the way and put these
on a wall chart so they can be tracked. Microsoft
Project can be used to list all of the tasks, all of the
interconnections, all of the individuals working to
complete the task and all of the milestones. This is
real Program Manager Stuff! It identifies what needs
to be done and depicts it in an easy to follow format.
As time progresses additional items will need to be
reporting official so he/she can show them what is

being done. In a similar manner get on the agenda
for the IACUC and provide a progress report. Arrange
a tour by the IACUC to see what is happening. They
are supposed to check the facilities at planned
intervals. Make these a real learning experience.
added to the task list and milestones identified to

complete those items. It will get easier as everyone
learns how to do it.
Get people from each facility involved to work on the
tasks and subtasks. This will make them see that
progress can be made and they will be energized by
their own participation.
Celebrate the milestones. Start with small ones to
get people energized and keep the spirit and the
participants growing. At some point every one of the
members of the six facility managers teams should
be involved. Make a photographic record of the
completed milestones and the celebrations. Display
these for all to see. Communicate with all participants
what is happening so each knows and sees the
progress.
Devise a reporting format for each facility manager to
use to report up their respective management chains
in their departments. Show tasks, data, pictures and
progress. Attempt to show budgets and actual costs
and improvements in facilities, ie, improvements in
service to your customers. After a few months set
up face to face meetings with each facility managers
Start a pool in each facility to guess when various

milestones will actually be completed. Provide a prize
for the winner. Make this exercise fun!
Set up tours of the animal facilities for the supervisors
of the six facility managers. Let the senior folks in the
University see what the Animal Facility Collaborative
team has accomplished.
Contact the campus newspaper and see if articles can
be published on the progress.
Turning chaos into a goal oriented management
exercise that involves as many people as possible
with multiple opportunities to celebrate success will
get everyones mind on the tasks that need to be
completed, not on the confusion and exasperation
that accompanies rapid growth.
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Twelve Tips for Team Building:

How to Build Successful Work
Teams
From Susan M. Heathfield,
How to Make Teams Effective

How to Build Powerfully Successful Work Teams
People in every workplace talk about building the team,
working as a team, and my team, but few understand how
to create the experience of team work or how to develop
an effective team. Belonging to a team, in the broadest
sense, is a result of feeling part of something larger than
yourself. It has a lot to do with your understanding of the
mission or objectives of your organization.
In a team-oriented environment, you contribute to the
overall success of the organization. You work with fellow
members of the organization to produce these results.
Even though you have a specific job function and you
belong to a specific department, you are unified with
other organization members to accomplish the overall
objectives. The bigger picture drives your actions; your
function exists to serve the bigger picture.
You need to differentiate this overall sense of teamwork
from the task of developing an effective intact team that
is formed to accomplish a specific goal. People confuse
the two team building objectives. This is why so many
team building seminars, meetings, retreats and activities
are deemed failures by their participants. Leaders failed
to define the team they wanted to build. Developing an
overall sense of team work is different from building an
effective, focused work team when you consider team
building approaches.
Twelve Cs for Team Building

Executives, managers and organization staff members
universally explore ways to improve business results
and profitability. Many view team-based, horizontal,
organization structures as the best design for involving all
employees in creating business success.
No matter what you call your team-based improvement
effort: continuous improvement, total quality, lean
manufacturing or self-directed work teams, you
are striving to improve results for customers. Few
organizations, however, are totally pleased with the
results their team improvement efforts produce. If your
team improvement efforts are not living up to your
expectations, this self-diagnosing checklist may tell you
why. Successful team building, that creates effective,
focused work teams, requires attention to each of the
following.
Clear Expectations: Has executive leadership

clearly communicated its expectations for the teams
performance and expected outcomes? Do team
members understand why the team was created? Is
the organization demonstrating constancy of purpose in
supporting the team with resources of people, time and
money? Does the work of the team receive sufficient
emphasis as a priority in terms of the time, discussion,
attention and interest directed its way by executive
leaders?
Context: Do team members understand why they are
participating on the team? Do they understand how the
strategy of using teams will help the organization attain
its communicated business goals? Can team members
define their teams importance to the accomplishment of
corporate goals? Does the team understand where its
work fits in the total context of the organizations goals,
principles, vision and values?
Commitment: Do team members want to participate on
the team? Do team members feel the team mission is
important? Are members committed to accomplishing
the team mission and expected outcomes? Do team
members perceive their service as valuable to the
organization and to their own careers? Do team members
anticipate recognition for their contributions? Do team
members expect their skills to grow and develop on the
team? Are team members excited and challenged by the
team opportunity?
Six More Tips for Team Building

In the first part of this article, three tips for effective team
building were presented. Here are six more tips for
effective team building.
Competence: Does the team feel that it has the
appropriate people participating? (As an example, in
a process improvement, is each step of the process
represented on the team?) Does the team feel that its
members have the knowledge, skill and capability to
address the issues for which the team was formed? If not,
does the team have access to the help it needs? Does
the team feel it has the resources, strategies and support
needed to accomplish its mission?
Charter: Has the team taken its assigned area of
responsibility and designed its own mission, vision and
strategies to accomplish the mission. Has the team
defined and communicated its goals; its anticipated
outcomes and contributions; its timelines; and how it will
measure both the outcomes of its work and the process
the team followed to accomplish their task? Does the
leadership team or other coordinating group support what
the team has designed?
Control: Does the team have enough freedom and

empowerment to feel the ownership necessary to
accomplish its charter? At the same time, do team
members clearly understand their boundaries? How far
may members go in pursuit of solutions? Are limitations
(i.e. monetary and time resources) defined at the
beginning of the project before the team experiences
barriers and rework?
Is the teams reporting relationship and accountability
understood by all members of the organization? Has
the organization defined the teams authority? To
make recommendations? To implement its plan? Is
there a defined review process so both the team and
the organization are consistently aligned in direction
and purpose? Do team members hold each other
accountable for project timelines, commitments and
results? Does the organization have a plan to increase
opportunities for self-management among organization
members?
Collaboration: Does the team understand team and
group process? Do members understand the stages
of group development? Are team members working
together effectively interpersonally? Do all team
members understand the roles and responsibilities
of team members? team leaders? team recorders?
Can the team approach problem solving, process
improvement, goal setting and measurement jointly?
Do team members cooperate to accomplish the team
charter? Has the team established group norms or
rules of conduct in areas such as conflict resolution,
consensus decision making and meeting management?
Is the team using an appropriate strategy to accomplish
its action plan?
Communication: Are team members clear about the
priority of their tasks? Is there an established method
for the teams to give feedback and receive honest
performance feedback? Does the organization provide
important business information regularly? Do the teams
understand the complete context for their existence?
Do team members communicate clearly and honestly
with each other? Do team members bring diverse
opinions to the table? Are necessary conflicts raised and
addressed?
Creative Innovation: Is the organization really
interested in change? Does it value creative thinking,
unique solutions, and new ideas? Does it reward people
who take reasonable risks to make improvements? Or
does it reward the people who fit in and maintain the
status quo? Does it provide the training, education,
access to books and films, and field trips necessary to
stimulate new thinking?
Three More Tips for Team Building

In the first part of this article, three tips for effective team
building were presented. In the second, six tips for team
building were provided. Here are three more tips for
effective team building.
Consequences: Do team members feel responsible
and accountable for team achievements? Are rewards
and recognition supplied when teams are successful?
Is reasonable risk respected and encouraged in the
organization? Do team members fear reprisal? Do
team members spend their time finger pointing rather
than resolving problems? Is the organization designing
reward systems that recognize both team and individual
performance? Is the organization planning to share
gains and increased profitability with team and individual
contributors? Can contributors see their impact on
increased organization success?
Coordination: Are teams coordinated by a central
leadership team that assists the groups to obtain what
they need for success? Have priorities and resource
allocation been planned across departments? Do teams
understand the concept of the internal customerthe
next process, anyone to whom they provide a product
or a service? Are cross-functional and multi-department
teams common and working together effectively? Is the
organization developing a customer-focused processfocused orientation and moving away from traditional
departmental thinking?
Cultural Change: Does the organization recognize that
the team-based, collaborative, empowering, enabling
organizational culture of the future is different than the
traditional, hierarchical organization it may currently
be? Is the organization planning to or in the process of
changing how it rewards, recognizes, appraises, hires,
develops, plans with, motivates and manages the people
it employs?
Does the organization plan to use failures for learning
and support reasonable risk? Does the organization
recognize that the more it can change its climate to
support teams, the more it will receive in pay back from
the work of the teams?
Spend time and attention on each of these twelve tips
to ensure your work teams contribute most effectively
to your business success. Your team members will love
you, your business will soar, and empowered people will
own and be responsible for their work processes. Can
your work life get any better than this?
2007 About.com, Inc., a part of The New York Times Company.
All rights reserved
Know Your LAMA Leadership

Complete the puzzle using the clues shown below.
1
3
4
5
7
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
Across
1. Board of Directors and ATA Liaison
8. Managing Editor of the LAMA Review
13. Secretary/Treasurer
16. Board of Directors
18. Vice-President Elect
19. Chair of Awards Comittee
20. President
21. Chair of Financial Oversight Committee
22. Chair of Public Relations Committee
Down
2. Co-Chair of Program, Education and Training Committee
3. Past-President and Chair of Strategic Planning Committee
4. Chair of Membership Committee
5. Chair of LAMA Foundation Board
6. AAALAC Liaison
7. Editor in Chief of the LAMA Review and Co-Chair of Publications Committee
10. Associate Editor of the LAMA Review
12. Chair of Policies and Procedures Committee
Created with Discovery
School's
PuzzleMaker.
15.Channel
Co-Chair
of CMAR
Committee
17. President-Elect and Co-Chair of Publication Committee
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MANAGERS FORUM
William Umiker M.D.
A common complaint expressed in workshops on time management is I cant get my boss out of my
office. Here are some suggestions from PERSONAL REPORT (September 18, 1984).
1.
2.
3.
4.
5.
6.
7.
Intercept them before they get into your office. When you see or hear them coming, grab a
clipboard or folder and head out. Dialogues in the corridor are shorter.
Get rid of the comfortable visitors chair.
Indicate youre busy by continuing to hold what you have in your hand, not changing
position, or standing next to your filing cabinet.
Change the subject to something he or she is uncomfortable with.
Arrange for an Associate to appear at your door and say that he wants to see you when
youre free.
Say youre busy!!!
When they keep conversations brief, thank them for noting that you are busy.
MANAGERS FORUM
William Umiker M.D.
When faced with an employee whose performance has taken
a dive, and you suspect some personal problem, a counseling
session is indicated. Inexperienced supervisors often ask how such
a meeting should start. Here are a series of questions that can
usually be used:
Are you aware that your performance has dropped recently?
What are the circumstances that may be contributing to this?
Is it possible that a personal problem may be contributing to
this change?
Where have you tried to get some relief/help/assistance?
Are you aware of our Employee Assistance Program (EAP)?
What can I do to help?
How can I arrange your work situation to give you some relief?
Reference: T.J. Griffith: Management Solutions 32:13 September 1987
Thoughts for LIFE The Mayonnaise Jar and Two Cups of Coffee
When things in your life seem almost too life.
much to handle, when 24 hours in a day
are not enough, remember the Mayonnaise The golf balls are the important things--- God,
Jar and the 2 Cups of Coffee.
your family, your children, your health, your
friends, and your favorite passions--- and
A professor
if everything else was lost and only they
stood before his
remained, your life would still be full.
philosophy class
and had some
The pebbles are the other things that matter-items in front of
your job, your house, and your car.
him. When the
class began, he
The sand is everything else--- the small stuff.
wordlessly picked
up a very large
If you put the sand into the jar first, he
and empty mayonnaise jar and proceeded to
continued, there is no room for the pebbles
fill it with golf balls.
or the golf balls.
He then asked the students if the jar was full.
They agreed that it was.
The professor then picked up a box of
pebbles and poured them into the jar.
He shook the jar lightly. The pebbles rolled
into the open areas between the golf balls.
He then asked the students again if the was
jar was full. They agreed it was.
The professor next picked up a box of sand
and poured it into the jar. Of course, the sand
filled up everything else.
He asked once more if the jar was full. The
students responded with a unanimous Yes.
The professor then produced two cups of
coffee from under the table and poured the
entire contents into the jar effectively filling
the empty space between the sand.
The students laughed. Now, said the
professor as the laughter subsided, I want
you to recognize that this jar represents your
The same goes for life. If you spend all

your time and energy on the small stuff you
will never have room for the things that are
important to you.
Pay attention to the things that are critical to
your happiness.
Play with your children. Take time to get
medical checkups. Take your spouse out to
dinner. Play another 18. There will always be
time to clean the house and fix the disposal.
Take care of the golf balls first---the things
that really matter.
Set your priorities. The rest is just sand.
One of the students raised her hand and
inquired what the coffee represented.
The professor smiled. Im glad you asked.
It just goes to show you that no matter how
full your life may seem, theres always room
for a couple of cups of coffee with a friend.
Training and Development for

Employee Motivation and Retention
From Susan M Heathfield
Training and Development Options

One key factor in employee motivation and retention
is the opportunity employees want to continue to grow
and develop job and career enhancing skills. In fact, this
opportunity to continue to grow and develop through
training and development is one of the most important
factors in employee motivation.
There are a couple of secrets about what employees
want from training and development opportunities,
however. Plus, training and development opportunities
are not just found in external training classes and
seminars. These ideas emphasize what employees want
in training and development opportunities. They also
articulate your opportunity to create devoted, growing
employees who will benefit both your business and
themselves through your training and development
opportunities.
Training and Development Option: Job

Content and Responsibilities
You can impact training and development significantly
through the responsibilities in an employees current job.
Expand the job to include new, higher level
responsibilities.
Reassign responsibilities that the employee does
not like or that are routine.
Provide more authority for the employee to selfmanage and make decisions.
Invite the employee to contribute to more
important, department or company-wide
decisions and planning.
Provide more access to important and desirable
meetings.
Provide more information by including the
employee on specific mailing lists, in company
briefings, and in your confidence.
Provide more opportunity to establish goals,
priorities, and measurements.
Assign reporting staff members to his or her
leadership or supervision.
Assign the employee to head up projects or
teams.
Enable the employee to spend more time with
his or her boss.
Provide the opportunity for the employee to
cross-train in other roles and responsibilities.
Training and Development Option: Formal

Training and Development

Enable the employee to attend an external

seminar.
Enable the employee to attend an internally
offered training session.
Perform all of the activities listed before, during,
and after a training session to ensure that the
learning is transferred to the employees job.
Ask the employee to train other employees with
the information learned at a seminar or training
session.
Purchase business books for the employee.
Sponsor a book club or offer the time at a
department meeting to discuss the information or
present the information learned to others.
Offer commonly-needed training and information
on an Intranet, an internal company website.
Pay for the employee to take online classes and
identify low or no cost online training.
Provide a flexible schedule so the employee can
take time to attend university, college, or other
formal educational sessions.
Provide tuition assistance to encourage the
employee's pursuit of additional education.
I promised several motivation and retention
secrets relative to employee training and
development. These are key factors in
multiplying the value of the training and
development you provide.
Enable the employee to pursue training and
development in a direction that they choose and
are interested in, not just in company-assigned
directions.
Have your company support learning, in general,
and not just in support of knowledge needed for
the employees current or next anticipated job.
Recognize that the key factor is keeping the
employee interested, attending, and engaged.
The development of a life-long engaged learner is a

positive factor for your organization no matter how long
the employee chooses to stay in your employ. Use
these training and development activities to ensure that
you optimize the employee's motivation and potential
retention.
This About.com page has been optimized for print. To view this
page in its original form, please visit: http://humanresources.
about.com/od/training/a/training_dev.htm
2007 About.com, Inc., a part of The New York Times Company.
All rights reserved.
What Managers Need to

Know
> H I P P A _
Now that the provisions of the Health

Insurance Portability and Accountability Act
(HIPAA) of 1996 are in place, its crucial for
you as a manager, and a consumer, to know
its mandates.
Briefly, the act guarantees employees access
to health insurance, including the ability
to tote it to another job, and prohibits any
discrimination based on health status. The
act gives employees rights about the privacy
of their health information and establishes
rules about who can get access to that health
information.
While many employers and managers may
think they dont need to worry about HIPAA
because they are not covered under the law
which requires covered entities to comply,
thats not exactly so. Technically, the act
defines a covered entity as a health care
provider that conducts certain transactions in
electronic form, a health care clearinghouse,
or a health plan.
And the health plans include employersponsored group health plans as well as
multi-employer plans (with some exceptions,
such as a group health plan with less than
50 participants administered solely by the
employer that set up and maintains the
plan). So that, indirectly, means you, as
an employer or manager, must be sure the
HIPAA provisions are met.
For help in deciding if you are covered you
can use the decision tools posted by the U.S.
Department of Health and Human Services
at:
http://www.cms.hhs.gov/hipaa/hipaa2/
support/tools/decisionsupport/default.asp.
Once you learn you are covered, here are
the safeguards you must be sure are in place
and some suggestions on how to implement
the acts provisions.
Do not disclose health information of an
employee without that workers permission.
Your human resources staff cannot, for
instance, relay any health information without
the express permission of the employee.

When transmitting health information,
communicate only the bare-minimum details.
This holds whether the party requesting the
information is a doctor, insurance company, or
others.
Communicate to employees who work with
health information the exact policies and
procedures you have adopted to safeguard
it. If the plan is self-funded, your workforce
must be trained on the new policies and have
a privacy complaint procedure in place as well
as take reasonable precautions to be sure
the information is secure. A limited number
of employees should have access to health
information files and fire walls should be set
up to protect the privacy of health information.
Be sure employees who deal directly with
health information take a less is more
approach, asking workers only questions
about their health that need to be addressed.
Educate your workers to communicate to
the employees that asking for permission
to release information is not a hassle but a
safeguard. This applies even if an employee
comes to HR asking about why their claim
has not been paid, for instance. Be sure
your employees ask the worker first to sign a
disclosure form granting permission for them
to ask about the late payment.
Keep in mind that the privacy rule is meant to
strike a balance between permitting important
uses of information to be communicated and
protecting the privacy of your workers.
Stay updated on the HIPAA requirements by
visiting the Department of Health and Human
Services Office for Civil Rights website (www.
hhs.gov/ocr/hipaa/).
Institute of Certified Professional Managers On
the campus of James Madison University, MSC
5504, Harrisonburg, Virginia 22807 Phone: 800568-4120 2002 Institute of Certified Professional
Managers, All Rights Reserved.
neediness, the No.1 deal-killer. Not needing this raise or

promotion gives you power.
10 Pitfalls to Avoid
When Asking for a Raise
3.Avoid going into the meeting unprepared.

Instead: Research what people in your position get paid.
Find out what obstacles stand in your way. Has the
company just fired employees? Is there new management
in the wings? Know all the issues that might keep your boss
from giving you a raise. State each problem clearly and ask
your boss how these problems might be solved.
ByRachel Zupek, CareerBuilder.com writer
Youve been at your job for nine months. In that time,

youve not only kicked butt in the office, youve rewarded
yourself for your efforts. You bought yourself a sleek new
apartment, went on a few vacations youve even hit up
the local casino for a gamble or two (or five).
4.Avoid trying to impress your boss.

Instead: Let her feel completely at ease with you, and
perhaps even a little superior. Never dress to impress, brag
or be pretentious.
Now, youre out of money. And you want more.

Ill just ask for a raise, you think. You figure your boss
might have some sympathy for your personal issues hes
been there before. Youve been doing a good job at work. It
doesnt hurt to ask. Whats the worst that can happen?
5.Avoid giving a presentation.

Instead: Talk as little as possible. Ask your employer a
lot of questions so you can find out her position, issues,
concerns, needs and objectives.
Well, a few things, actually. You could get demoted, or

worse, fired, if you dont ask for a raise in the proper way,
says Jim Camp, negotiation coach and author of NO: The
Only Negotiating Strategy You Need for Work and Home.
6.Avoid asking yes or no questions.

Instead: Get your employer spilling the beans by beginning
all of your questions with an interrogative: who, what, when,
where, how or why.
Saying things the wrong way in any negotiation can create

barriers that can never be overcome, Camp says. How
many times has someone said the wrong thing to you in
the wrong way and you just decided they werent worth the
effort? It is unfortunate, but it happens all the time.
Asking for a raise requires preparation, skill and timing.
Many employees take this issue lightly, assuming raises
are based on work ethic, time commitments and even
personal issues. Workers are almost never aware of the
dynamics of the workplace, how others qualify and how
others are paid, all of which play a role in how
raises are distributed, Camp says.
Asking
There are a number of requirements [for
raises]. First, the job and what it produces,
he says. Do you make it rain money or do
you support someone who does?
requires
8.Avoid believing that your mission is to get more

money.
Instead: Your mission and purpose in this conversation is
to fulfill your employers business needs
and objectives. Every decision you make
for a raise
in the negotiation process should be
focused on helping your employer see
preparation, that giving you a raise or promotion will
further her business interests.
skill and timing
To build your case for a raise, set an

agenda when youre first hired, Camp suggests. If achieved
in a timely fashion, you get a raise and repeat the process.
Camp says its shocking how many people dont do this
and become very frustrated when raises dont come freely.
When youre ready to ask for a raise or promotion, here are
10 major pitfalls to steer clear of, according to Camp.
1.Avoid telling your employer you hope shell say yes.
Instead: Start by inviting your boss to say no. Tell her
youre comfortable with a no answer and you want her to
be comfortable to say no. This puts her at ease and clears
the air.
2.Avoid being emotional.
Instead: Turn your mind into a blank slate. Have no
expectations, hopes or fears. Above all, overcome all
7.Avoid thinking about the outcome.

Instead: Dont think about, hope for or plan on getting the
raise. Focus instead on what you can control: your behavior
during the negotiation.
9.Avoid presenting your current salary

or position as a problem.
Instead: Present yourself as the solution. Dont be afraid
to give specific examples of challenges you faced and the
solutions you provided. Special assignments that fit the
employers vision should be explained and discussed. The
more examples you can provide the better.
10.Avoid giving an ultimatum.
Instead: Continue to negotiate with no need. Never
threaten or posture with another offer or a take-it-or-leaveit stance. Use a calm, slow voice. State problems clearly
and dont be afraid to ask for what you need to solve those
problems. The more effective you appear at discussing her
problem as you see it, the better.
Copyright 2007 CareerBuilder.com.All rights reserved. The
information contained in this article may not be published,
broadcast or otherwise distributed without prior written authority.
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The LAMA Review 2008

Annual Conference-Portland Meeting
Ms. Ann Murray receives the 2008 U. Kristina Stephens Award from LAMA Awards
committee member, Mr. Lane Watkins
Dr. Dick Simmonds receives the 2008

Charles River Medallion for Management from Charles River representative
Pat Sikes
2008 Charles River Award winner,

Dr. Dick Simmnds, poses with former
Medallion Winners
Gina & Friends share a light-hearted

moment as they break from the intense program of management
seminars and workshops
The Portland Doubletree Hotel Lloyd Center was the site for the 2008 LAMA ATA Annual
Meeting and Educational Seminars. Nearly 200 attendees gathered April 2 4 to hear speakers
discuss topics related to this years theme of Planning Today for a Greener Tomorrow: Getting it
Right , Now.
The conference venue held a superb mix of seminars, workshops, forums, and a special topic
lecture. Topics covered over the three day time frame included disaster planning, facility design,
training, husbandry, diversity, and security planning. The first day was kicked off by a very
gripping presentation by Ms. Lynell Dupepe of Tulane University covering her facilitys response
during Hurricane Katrina. Ms. Regina Correa Murphy and Ms. Tracy Lewis rounded out the
morning session with additional thoughts and insights on disaster planning. Workshops and
Forums dealt with such areas as computational fluid dynamics, the Americans with Disabilities
Act and Training, husbandry of fish, manager-vendor relationships, and developing a full-service
animal facility. Among the several presentations that caught the mangers eye was one that
gave insights on hiring refugees and how to manage that process, a workforce study by the
Massachusetts Society for Medical Research, and how to meet the challenges of security in the
animal facility in light of new animal rights initiatives. The conference attendees were treated
to a night at the Portland Zoo complete with a green lecture by Mr. Michael Weatherman who
currently chairs the Oregon Zoos Green Team.
Past-President Gina Correa-Murphy presides

over one of the many fine presentations given
at the 2008 annual meeting
Mr. Michael weatherman,

Oregon Zoo,
presents a green lecture to
the 2008 annual meeting
attendees
Leo Yanas, Chair of the LAMA Foundation, assists Liz Pelletier, maker of the quilt, in preparing
the item for the live portion of the Auction held by
the Foundation to raise funds for members of the
Association.
Computer Security is for

Managers, Too
By: Robert D. Austin and Christopher A.R. Darbey

Companies need to have smart technicians who stay
abreast of emerging digital threats and defenses, of course,
but the technicians shouldnt be calling the shots. General
managers need to take the lead in building processes that
will lessen the likelihood of a successful attack and mitigate
damage. Most organizations already have at least some
of these processes in place, but they rarely develop and
manage them in a coherent, consistent way. Here are eight
things that your company should be working on.
Because even the best security policy will be ineffective if

users and business
partners ignore
it, its important
for companies
to explain their
rationale for the
limitations they
place on computer
usage.
Control access
to your systems.
You dont allow
just anyone off the
street to wander
in and use your companys fax machines or sit in on a
strategy session. In a related vein, you need a way to bar
some people from your computer systems while letting
others in. You need systems that determine who gets
access to specific information. And you need a way to
ensure critical communications arent overheard.
Identify your companys digital assets, and decide how

much protection each deserves. You dont hire armed
guards to prevent the occasional nonbusiness use of copy
machines, nor do you keep your companys cash in a filing
cabinet. You protect each corporate resource in proportion
to its value. The same principle applies to digital security.
To begin, you first have to figure out what your digital
assets are (theyre not always obvious). A team of senior
Certain technologiesfirewalls, authentication and
managers from across the company should take an
authorization systems, and encryptionare used to meet
inventory of data and systems, assess
these requirements, but theyre only as
how valuable each is to the company,
good as the information that feeds them.
and decide how much risk the company
You should also ensure
They should be configured to reflect the
can absorb for each asset. That will
choices you made when you defined your
that you have a process
tell you the level of protection each
that allows your IT people most critical assets and decided who had
warrants. A bank, for instance, might
to make changes quickly. access to them. Of course, non-technical
assign the greatest amount of protection
managers wont be doing the actual
to the database that stores its
configuration work, but they will inform the
customers financial information. For a
process by asking questions like How do
pharmaceutical company, it might be the research servers
we keep suppliers from accessing the payroll data?
that hold data on promising drug compounds. Internal
Web servers that contain general information about benefit
Just as companies keep an eye on their equipment and
programs probably warrant less protection.
supplies by conducting scheduled audits and random
The next step is to review the people, processes, and
spot checks, so should they monitor the use of their IT
technologies that support those assets, including external
systems. Monitoring and intrusion-detection tools routinely
suppliers and partners. When youre done with that, youll
log computer activity on company networks and highlight
have a blueprint that identifies precisely what your digital
patterns of suspicious activity, changes in software, or
assets are, how much protection each merits, and whos
patterns of communication and access. Some companies
responsible for protecting them.
turn off activity-monitoring functions because they can slow
Define the appropriate use of IT resources. All companies
have policies explaining the appropriate use of resources.
For example, employees know what kinds of things can
be charged to expense accounts. But use of company
computer systems is often left unclear. Managers need
to ask, Who should have remote access to the corporate
network? What safeguards must be in place before
employees can connect to the corporate network from a
remote location?
These arent technical questions; theyre people and
process questions that will help you identify the normal
behaviors for particular jobs and what employees should
and shouldnt be doing on their systems (such as sharing
passwords).
network performance, but thats exceedingly shortsighted;

the cost of not knowing enough about a security breach is
much, much greater.
Insist on secure software. All well-run operations tell their

materials suppliers exactly what specifications to meet.
Similarly, companies should demand reasonable levels of
security from software vendors. Look at the wording of this
contract between General Electric and software company
GMI.
If your company develops software, make sure your
developers are following secure coding and testing
practices. Those who arent may be costing your company
large sums of money. One multinational database supplier
estimates that releasing a major patch (a fix for a problem
in already-deployed code) costs the company $1 million,

and it releases as many as twelve a month. But 80 percent
of these patches would be unnecessary if the company
eliminated only one common type of coding error known as
buffer overflows.
Know exactly what software is running. Its shocking how
many companies dont follow this very obvious rule. Keeping
track of what versions and fixes have been applied is as
fundamental to digital security management as keeping
an accurate inventory of physical assets is to plant
management.
Were not saying that this is easysoftware configurations
change all the time. Maybe a program isnt running correctly,
or an important customer demands a change, or a software
vendor releases a new patchthe list can go on and on.
But no matter the reasons, its crucial to document every
modification. That way, if your computers are breached,
youll have current records to determine when and where
the hacker struck. And if you prosecute the intruder, youll
have digital forensics to establish a chain of evidence.
You should also ensure that you have a process that allows
your IT people to make changes quickly. Procrastinating
on updating patches gives hackers an easy in. Both the
Code Red and SQL Slammer worms affected only those
companies that had not yet patched known flaws in their
software. The fixes had been available from the vendor for
more than a month in the case of Code Red and for more
than six months in the case of SQL Slammer.
Keeping a close eye on changes in your configurations
has an important side benefit: it allows you to make a
real commitment to continuous improvement. As any
experienced operations manager knows, its impossible to
identify and eradicate a problems root cause if you dont
have clear snapshots of your operations over time. The
operational discipline involved in tracking configuration
changes will pay off over the long run. As many companies
discovered with quality management and industrial safety
programs, perceptions of tradeoffs between security and
productivity are often incorrect. Security concerns can drive
operational simplifications that pay efficiency dividends as
well.
Test and benchmark. Security professionals have a
terrible habit of starting with a dramatic security audita
staged attempt to defeat a companys defenses. But
companies should save their money because the results
of a penetration test are always the same: the bad guys
can get in. What you really need to know is, How easy
was it? Which systems or programs were compromised
or exposed? The answers to those questions depend on
how good your operational plans are and how well you are
executing them. Basically, when the bad guys get inand
you know they willyou want them to look around and see
that theres not much fun or profit to be had so that theyll
leave in search of better prospects.
Relying too heavily on audits is problematic for the same
reason that relying on inspections to improve quality is:
discovering the problem after the fact doesnt keep it from

happening in the future. But it is wise to hire external
security auditors periodically to benchmark your security
standards and practices against industry state-of-theart, once you have solid operational practices in place.
Benchmarking can identify new weaknesses, suggest
improvements, and help you decide how much protection to
buy.
Rehearse your response. When security is breached, the
whole organization goes into crisis mode, and managers
have to make difficult decisions fast. It helps to have
procedures in place that will guide diagnosis of the problem,
guard against knee-jerk decisions, and specify who should
be involved in problem-solving activities. It also helps to
have practiced; rehearsing enables decision makers to act
more confidently and effectively during real events. If you
know, for instance, exactly how quickly you can capture
images from disk drives, or if you have backup software
thats ready to be deployed, or how long it will take to rebuild
a system, youll be in a better position to make thoughtful,
deliberate decisions.
Analyze the root causes. Whenever a security problem is
found, the organization should conduct a detailed analysis
to uncover the root cause. The tools needed are no different
from those used for years in quality assurance programs.
They include fishbone diagrams, eight-step processes, and
plan-do-check-act cycles. Toyota, a world leader in quality
manufacturing, uses an approach called The 5 Whys to get
to the bottom of production and quality problems. To put that
in a digital security context, the investigation might sound
like this:

Why didn't the firewall stop the unauthorized entry?

Because the attacker had an authorized password.
Why did the attacker have an authorized password?
Because an employee revealed his password to
someone posing as another company employee.
Why did the employee reveal his password?
Because he didn't realize the danger in doing that.
Why didn't the employee realize the danger?
Because he had not seen a security bulletin that
addressed the subject.
Why hadn't the employee seen the security bulletin?
Because there was a problem in the distribution
process.
Toyota has found that the answers to the final questions

almost always have to do with inadequacies in the
design of a process, not with specific people, machines,
or technologies. Using tools like this to investigate
digital security incidents drives continuous operational
improvements that ultimately lower your risk.
if1. Source: www.freeedgar.com
About the author
Christopher A.R. Darby is the chairman of @stake, a digital security
consultancy headquartered in Cambridge, Massachusetts.
Excerpted with permission from The Myth of Secure Computing, Harvard
Business Review, Vol. 81, No. 6, June 2003
12 Memory
Tricks
By Tamim Ansary
ndisputably, we moderns
cant match the memory
feats of bygone times,
those days when people could do things like memorize
the Iliad in Greek without even knowing Greek. And
maybe its true, as some have speculated (me, for
instance), that weve lost this capacity because we now
tend to outsource our memory tasks to an exo-brain of
technological gadgets. We no longer have to remember
Moms birthday because our cell phone will remind us
about it when the time comes.
But it struck me recently what this doesnt mean. It
doesnt mean we depend on (organic) memory less than
people of the past. A good memory is still a power tool
in this world. Its just that our culture imposes different
demands on our memories.
Those ancestors of ours who could memorize the Iliad
and so forth lived in quieter times. They could sit under
a tree and devote themselves without distraction to a
single, sustained memorization project for days on end.
Who has that luxury now?
New ball game

Today, most of us have to cope with an unremitting
swarm of info-bits coming at us like wasps. At this
moment I have at least a dozen things I should be
thinking about, but since a guy can do only one thing
at a time, Im holding all those thoughts in abeyance
-- keeping them in memory, that is -- while I write this
column.
But even as I write, some of those items will become
irrelevant, some will change, others will rise to urgency,
new concerns will intrude, e-mails will come in, phone
calls -- its the same for everyone I know. Were
constantly revising the map of information were holding
in memory, just to stay functional. Its like memorizing
the Iliad while its still being edited: Every time we
look, its a different Iliad. No, we cant match what the
memory virtuosos of the past achieved, but I bet they
couldnt match what we moderns do either.
This is why I take an intense interest in ways to buff up
my admittedly shabby memory. I remember that right
out of college I worked at the post office for six months
and spent three of them in a mnemonics class; cant
remember what I learned, though. Since then, I keep

asking people to tell me their tricks for remembering,
especially if their job requires instant access to tons of
data. Unfortunately, few of them are into metacognition:
They dont remember their tricks. Once youve solved
the problem, I guess you throw away the scratch paper.
Expert testimony
So I decided to look into it myself and talk to the experts
-- people who teach memory skills professionally. At
the end of this column Im going to list 12 tips I distilled
from their recommendations, but first, to put those tips in
context, let me just review how memory works.
Biologically speaking, we actually have two kinds of
memory: short-term memory and long-term memory.
Think of them as the front room and the back room.
The front room is what were actively dealing with at
any given moment. Call it consciousness. This room is
small: Only seven or eight items fit in there at a given
time, and nothing can stay in there for more than a
few seconds. The back room is a warehouse. For all
practical purposes, its infinitely large. Incredibly enough,
everything we ever learn or experience gets stored in
long-term memory, and once its there, its there for life.
The question is, once a piece of information goes into
that dusty back room where trillions of items are already
stored, how do you find it again when you need it? The
answer lies in that front room. What happens there is the
key, because nothing gets into the back room without
passing through the front.
Memory retrieval
All memories are recovered memories, and we recover
them through associations: We remember a past
event because something currently in our awareness
-- something were looking at, hearing, tasting, thinking
about, whatever -- reminds us of something, which
reminds us of something else, which reminds us of
something else and so on back. Thats why recent
events are easy to remember: The environment is still
loaded with cues and the chain of links is short.
Good memory, then, is all about processing information
properly as it goes into storage. Psychologist William
James summarized the fundamental principle in a single
phrase: The secret is forming diverse and multiple
associations with every fact we care to retain.
Here, then, are 12 concrete steps you can take to
remember particular facts and improve your general
capacity to retain what you learn. Note that only the last
step is one you can take when youre actually trying to
remember. All the rest have to do with how you absorb

information and how you convert it into memory.
1. Pay attention. You cant remember what you

never knew, so dont be multitasking when youre trying
to learn or memorize something: Give it the spotlight of
your full attention at least once.
2. Understand. The more completely you get
it, the less likely you are to forget it. (If you dont
understand football, youre not likely to remember the
scores.)
3. Repeat and apply. Directly after learning
something, repeat it, preferably out loud. Even better,

use it in your own way. If you want to remember a joke,
for example, tell it to someone and try to make them
laugh.
4. Chunk. Although short-term memory can deal
with only about seven items at a time, you can finesse

this limit by grouping items together and thinking of
each group as a unit. Later, you can unpack those units.
Remembering the numbers 5, 4, 6, 1, 9, 8, 6, 5 and 8
is harder than remembering the numbers 546, 198 and
658.
5. Make meaning. Nonsense is hard to

remember.
Compare this:
disease reported control Chicago mumps the for of

center an in outbreak
with this:
The Centers for Disease Control reported an outbreak of
mumps in Chicago.
To make meaning where none inherently exists, the
experts recommend embedding the information in an
invented narrative. The license plate 3PLY981 thus
becomes: Three carpenters cut a piece of plywood
into nine pieces and ate one. Yes, I know, no one eats
plywood; but thats actually a strength of the narrative in
this case. (See step 7.)
7. Visualize. Search the information for some
element you can turn into an image. If youve just met

a Bridget Brooks and want to remember her name,
you might picture the Brooklyn Bridge spanning her
face from ear to ear. The more striking or ridiculous the
image, the more likely it is to stick in your mind.
8. Hook it to something funny. Stalagmites

or stalactites -- which ones go up? Well, its like ants in
your pants: The mites go up, the tites come down.
9. Hook it to a melody, chant, rhyme

or rhythmic motion. Remember singing A-B-
C-D-E-F-G to the tune of Baa Baa Black Sheep? How

about: In fourteen hundred and ninety-two/Columbus
sailed the ocean blue? Or try pacing rhythmically while
memorizing a table of data.
10. Associate new with old. Greek and

Roman orators had a trick for remembering a speech.
They would create a striking image for each topic they
meant to cover (see step 7), mentally put these images
in the rooms of their home, and then, while giving the
speech, picture strolling through their home. Each next
room would remind them of their next topic, and in the
proper order. Note that they didnt have to remember
the order of their rooms, because this knowledge was
already imprinted in their brains.
11. Link learning to environment. The
memory tends to associate information with the
environment in which one learns it. If youre going to be
tested on something and you know where the test will
occur, study the material in the same sort of place. If you
dont know anything about the test site, study in a variety
of locations so the memories wont get locked into cues
from one environment.
12. Let er drift. If a memory is staying out of
reach, stop fishing for it, the experts say. Instead, let
your mind drift to the general area: to friends you knew
then, to the school you went to, the car you drove ... with
luck, youll happen into the end piece of a chain of links
leading to the memory youre after.
6. Look for patterns. Stanford researchers

have found that forgetting is a key aspect of good
remembering, but not because you have to clear out
space; rather, its because forgetting the less relevant
details reveals the more meaningful underlying structure.
Health Tips...
Self-Esteem Tune Up
their pets with simple helping them adopt healthier

habits, such as a daily walk and regular relaxation.
A healthy self-esteem can be the first step to

wellness. People shine brightest when they feel good
about themselves. While an occasional deflated
ego is normal, harboring a low opinion of yourself in
general can keep you from reaching your potential.
To harness your pets healing power, spend time

with them look at them, listen to them, and touch
them to increase their interaction with you. Teach
them skills and play together. When youre feeling
low at the end of the day, enjoy their gentle comfort.
Could you use a boost in self-esteem? Here are

some thoughts:
BEST ADVICE: Before you adopt a pet, be sure you

are prepared for the time, energy, and responsibility
of having on in your life.
Try new challenges. They will keep you moving

forward, and achieving them will increase your
confidence. For example, you could take a class or
take on a new work assignment.
Nurture your hidden talents. Compete with yourself to
do better in a sport or creative activity.
Dont procrastinate. If you tend to put off the
unpleasant, such as difficult phone calls or medical
exams, getting them done on time can give you a
sense of control
Take a course in public speaking. Adopting the basic
techniques of speech can raise your comfort level
when addressing a group.
Be social. Talking and laughing with good friends is
an easy way to boost your self-esteem.
Celebrate your achievements. Recognize the smaller
steps you take that lead to bigger goals. You need
belief in your abilities to succeed.
Pet Power
More than two-thirds of American households have
pets, the most popular being dogs and cats. They are
fun, interesting and warm companions. Science is
just tapping into the power pets posess in helping us
to heal emotionally, physically, and mentally.
Many studies show the animal-people bond can aid
patient recovery from serious illness and promote
a calming effect on Alzheimers patients, helping
soothe their fears and aggression. Others credit
Cranky Mood or Toxic Behavior?

Anyone can feel angry or frustrated now and then.
But ongoing negativity and rudeness from one
employee can bring down the productivity, morale
and satisfaction of the whole team.
Learn to recognize unacceptable behavior in
yourself and others to prevent its damaging effects.
SIGNS OF A TOXIC PERSONALITY:
Wont comply with work policies.
Arrives late for work or meetings.
Acts disgruntled and stirs up discontent among
others authority or needs.
Spreads malicious rumors.
Disrupts others with loud talk and rude behavior.
Publicly criticizes others work performance or
personal issues.
Takes credit for others ideas.
Blocks others access to information or resources
to undermine their career advancement.
If you witness repeated abusive talk or actions at
work, you can help stop it. Document episodes
that you witness be specific about the time,
situation, language and others present. Report your
observations to the employees supervisor or the HR
department.
Changing a negative personality is difficult and it may
not happen quickly. But its important to call attention
to behaviors that are clearly unacceptable at work.
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Lessons From the Richest Man
By Dr. John C. Maxwell

Bill Gates is
worth $56 billion.
Warren Buffet commands $52
billion. Yet, if accounts of the ancient king
Solomon are accurate, his riches would have dwarfed the
wealth of todays richest men, topping the modern-day equivalent of $1
trillion, or $1,000 billion! In The Richest Man Who Ever Lived,
author Steven K. Scott looks into the writings King Solomon to find
lessons from historys wealthiest man. Scotts observations form the
basis for this lesson of Leadership Wired.
King Solomon ascended to the throne of Israel around 974 B.C. when
he was only twelve years old. According to the Old Testament, God
appeared to Solomon and offered to grant him one desire. Solomon,
concerned about his inexperience and ability to rule, asked for wisdom
so that he could judiciously lead the people of Israel. God was so
impressed with Solomons selfless request that He decided to bless him,
not only with wisdom, but also with wealth. God promised to bestow
upon Solomon greater riches and honor than any king before him or any
king that would come after him.
What was promised was delivered. Solomons wisdom, success, and
wealth increased beyond imagination. His gold reserves, holdings of
land and livestock, and royal palace were immense. Rulers of nations
throughout the world sought his sage advice. During his life, Solomon
penned the book of Proverbs in the Bible. Surviving from generation
to generation, his writings have influenced the world for thousands of
years.
In last edition of Leadership Wired, we examined the life of Ben
Franklin for instruction about diligence. In this lesson, well cover
similar territory by studying the King Solomons writings on diligence as
portrayed by author Stuart Scott.
The Consequences of Not Being Diligent
1. You Will Be Ruled.
The hand of the diligent will rule, but the slack hand will be
put to forced labor (Proverbs 12:24).
No one likes living life out of control, and we despise being ordered
around by others. Yet, if were lazy, our labor will be dictated by the
demands of someone else. This principle can be seen most clearly in the
financial realm. Laziness with finances leads to debt, and when were
in debt we dont rule our money. Instead of enjoying our discretionary
income, we are forced to use it to repay debts.
2. You Will Crave But Find Little Fulfillment.
The soul of the sluggard craves, but he gets nothing.
(Proverbs 13:4)
Sadly, for those who lack diligence, their lives are defined by desire
rather than fulfillment. Absent of the discipline to lead the life of their
dreams, they are left with empty wishes.
3. You Will Lack Understanding.
He that tills his land shall be satisfied with bread, but
he that follows vain persons is void of understanding

(Proverbs 28:19).
Today, television channels are filled with people who guarantee wealth
without work. They promise you can buy real estate with no money
down, make thousands of dollars in stock trading without a penny
of savings, etc. Solomon cautions that those who chase after quickbuck artists and their get-rich-quick schemes demonstrate only their
ignorance. Individuals who work heartily reap the bounty of their effort.
Those who try to cheat the system to gain wealth find themselves as the
ones being taken advantage of.
Steps to Bring Diligence into Your Life
Being truly diligent takes time and requires making a habit of applying
diligence daily in the important areas of life. However, you dont have
to wait years to start employing diligence in your endeavors. Solomon
gives us three steps we can use quickly to bring diligence into our
careers, our marriages, or our parenting.
1. Wake Up to Reality.
How long will you lie there, he asks. When will you get
up from your sleep?...poverty will come on you like a bandit
and scarcity like an armed man. (Proverbs 6:9-11)
We think that we have more time than we actually do to achieve our
personal and professional goals. Thus, we procrastinate doing what we
know we should do. Days of inaction add together into unproductive
weeks. Weeks of idleness accumulate as meaningless months. Months
and months of lethargy turn into wasted years, and wasted years are the
fruitless products of a life filled with regret and sorrow.
Life has more to offer than evenings mindlessly surfing the internet
or reclining on the couch watching ESPN or E!. Make each day your
masterpiece. Give your dreams a shot by taking steps to lead the life
you imagine.
2. Define Your Vision.
Without a vision, the people perish. (Proverbs 29:18)
When we have no vision, we lose our direction, our motivation, our joy,
our passion, our energy, our creativity, and our commitment. Fortunately,
the converse of this proverb is also true. Whenever you introduce a true
vision into any area of your life, you gain new energy. Visions spark
action and fuel initiative.
3. Effectively Partner With Others.
A man who isolates himself seeks his own desire; he
rages against all wise judgment.(Proverbs 18:1)
In todays interconnected world, the upper echelon of leadership has
no room for lone rangers. Wise leaders diligently develop a team of
talented performers and a network of friends and partners. In doing
so, they become rich in social capital. As I wrote in The 17 Laws of
Teamwork, One is too small a number to achieve greatness.
LEADERSHIPS CHANGING OF THE GUARD
Silently, under our noses, a changing of the guard is going undetected.
As the Baby Boomer

generation retires
from positions of leadership, another generation is just beginning to
cut its teeth in management. This new generation, The Millennials,
brings with them a different set of attitudes and expectations than their
predecessors. While most literature has focused on how to manage
Millennials, author Jim Heskett poses a question one step down the road
in his article, How Will Millennials Manage? His commentary, featured
on Harvard Business Schools Working Knowledge web forum, opens
debate on leaderships newest debutantsthose born from the late 70s
until the year 2000.
Like any generation, the persona of Millennials has been shaped by the
societal forces of their formative years. Heskett mentions a few of these
in his article, namely the Internet and a robust economy. As the first
generation to spend a significant part of childhood with cell phones and
email, Millennials are a connected crew. Most of them would prefer to
part with their television before their computer. They are used to having
access to friends and information in a flash. As the wealthiest generation
of all time, they have an entitlement attitude unlike any prior generation.
Most did not grow up doing hours of chores on the family farm or
being forced to work after school to make ends meet. Rather, affluent
Millennials were handed an allowance for nothing more than staying out
of trouble.
How will the upbringing of Millennials impact their leadership? For
starters, Millennials will tend to have a collaborative management style.
Fond of connecting with others, Millennial managers will greatly enjoy
leading teams and encouraging participation from their employees. They
will have an innate distaste for leadership based upon hierarchy, and,
consequently, they will go to great lengths to earn the right to lead.
Millennials have come of age in the most diverse generation in American
history, and their minds have been saturated with ideals of tolerance
and inclusion. As such, they will be more sensitive to cultural nuances
than their predecessors, seeing shades of grey where Boomers saw
only black-and-white. Shaped by the Information Age, globalization, and
experiences traveling abroad, Millennials will also have an increasingly
international perspective.
Impatience may be a potential weakness for Millennials based upon
two of their traits: a sense of entitlement and a need for immediacy.
As mentioned earlier, Millennials are the most affluent generation in
American history. In addition, they grew up at a time when family values
were at the forefront of the American psyche. They are used to being
catered to and coddled. They expect to get what they want, when they
want it, without waiting. They have grown up in a fast-paced, fast food
world, and they may struggle when their leadership doesnt yield instant
results.
Shuttled around to soccer practice, karate, and ballet, Millennials grew
up leading active lifestyles, and they are likely to be adept multi-taskers.
Video games, computers, and iPods have been central to their lives,
and, as a result, they will have technological competence far exceeding
their limited work experience.
Much more could be hypothesized about Millennial managers. For
instance, they are apt to have social values deeply embedded in their
leadership, and they will probably be a confident and creative bunch.
We could put forth many more conjectures about them, but ultimately,
Millennials will define themselves. In the decades to come, they will
assume the mantle of leadership and will carve their generations
reputation into history.
To more thoughts from Jim Heskett about the Millennial generation, visit
http://hbswk.hbs.edu/item/5736.html#original.
CREATING CONFLICT AND BUILDING CONSENSUS
In decision-making, leaders walk a tightrope to balance healthy levels of
conflict and consensus. Too much conflict degenerates into antagonism
and infighting. Too much consensus and no one ventures forth criticism
of ill-informed choices. A leader has the responsibility to preside over an
organizations mixture of conflict and consensus. Both the quality of a
decision and its ease of implementation are at stake.
In his article, Why Leaders Dont Take Yes for an Answer, on www.
govleaders.org, Michael A. Roberto shares his thoughts on managing
the decision-making process.
CREATING CONFLICT
The first step for a leader to invite conflict into the decision-making
process involves actively seeking the participation of others. A surprising
number of leaders make decisions in a vacuum. Confidently relying on
their own wisdom and instincts, they bypass the expertise and feedback
of teammates. In doing so, their decisions fall prey to blind spots, biases,
or gaps in knowledge.
In the second step of creating conflict, leaders must set the tone of
communication so that dissenting opinions may be freely expressed
and assumptions may be openly questioned. Vigorous and candid
debate exposes weaknesses in a decision. Yet, many leaders surround
themselves with bobble-headed managers who are certain not to
contradict their directives. In such a climate, dissenters are chided for
not being team players. On the contrary, a wise leader prizes people
who fearlessly challenge the process and will include them in the inner
circle of their decision-making team.
As a final role of creating conflict, leaders make sure all parties respect
one another during the debate of ideas. When egos enter the picture,
conflict can become combustible. Leaders stay above the emotional
fray. They allow ideas to have interplay without allowing them to divide
the team. They maintain control of debate, and they do not tolerate
hectoring or bullying.
BUILDING CONSENSUS
As with creating conflict, consensus begins with inclusion. Key players
left in the dark during the decision-making process will have a difficult
time embracing the chosen course of action. Leaders do not relinquish
final authority in decision-making, but they do dignify their co-workers by
consulting them for advice.
Once a decision has been reached, a leader must switch the focus from
generating healthy conflict to building consensus around the decision.
In this step, team members must be convinced to emotionally accept
the grounds of a decisionregardless of personal feelings. Consensus
does not mean unanimity, widespread agreement on all facets of a
decision, or complete approval by a majority of organization members,
writes Roberto. Consensus does mean that peoplehave accepted the
final choice, even though they may not be completely satisfied with it.
Leaders must have the

relational dexterity to bring people, originally at odds with a decision, into
consensus. To this end, a leader may invest extra time with influential
dissenters to ensure their support. Its crucial for a leader to secure an
unqualified commitment during these meetings. No one on the team can
be allowed to withhold support of a project on account of their personal
stance against it. When the final decision is made, everyone must
demonstrate the loyalty and team spirit to be on board.
For access to the complete text of Michael Robertos article, Why Great
Leaders Dont Take Yes for an Answer, visit http://www.govleaders.
org/no_yes_men.htm.
EXPECTATIONS
What we see depends mainly on what we look for.
~ John Lubbock
To expect defeat is nine-tenths of defeat itself.
~ Henry Louis Mencken
Our circumstances answer to our expectations and the demand of
our natures.
~ Henry David Thoreau
TO PONDER
Good Leaders
by Duke Rohe
1.
2.
3.
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35.
See through the dark.

Have a direction.
Are purpose driven.
Have a moral and spiritual core.
Are not afraid to fail.
Are beyond the boundaries of now.
Encompass courage, gratitude, forgiveness, humility.
Personally relate.
Grow from crucifixion.
Are followers too.
Give away their leadership in order make room for more.
Ignite untapped fuel in others.
See crisis as a dare to succeed.
Channel instability to get to a higher progression.
Are courageous; grace under pressure.
Prepare for the worst through expecting the best.
Are responsible for those relying on them.
Get the most out of their crew.
Are dealers in hopeNapoleon
Generate optimism. Optimism is true moral courage
Shakleton
Relay a notion that they care.
Dont forget their roots; their followers.
Lay down a structure for success. Even chaos desires
structure.
Create contingency plans for possible obstacles.
Are a model for cheerfulness.
Make the best out of the worst situation.
Are you a servant first or a leader first? One is a self-serve
station. The other is a full service station.
Have a cause that is bigger than themselves.
Seek people who have a leadership thread about them.
Carry today into the future.
Volunteer to serve because they choose to serve
Dont forget their beginnings.
Impact their community.
Employ a passion survey: What makes you excited when you
come to work?
Realize that if people lead happy lives, they will also lead
productive lives.
DREAMS
What happens to a dream deferred?
Does it dry up
Like a raisin in the sun?
Or fester like a sore-And then run?
Does it stink like rotten meat?
Or crust and sugar over-like a syrupy sweet?
Maybe it just sags
like a heavy load.
Or does it explode?
~ Langston Hughes
36. Have clear missions. Toros mission: Making the grass

greener on you side.
37. Encourage people who want to make a difference.
38. Strive for fairness, not equity.
39. Serve their ideas.
40. Are known by their outcome.
41. Have great causes they are willing to be crucified for.
42. Leaders are a conduit of a cause.
43. There is an alternation of support between leaders and
followers.
44. Leadership happens in the space between people.
45. Supporting success is a leaders role.
46. Use creativity to FIND your problem.
47. A good leader shares his leadership.
48. Tolerance of ambiguity is that place where ideas and new
understanding enter on.
49. You dont lose power by not knowing, you gain authenticity.
50. Our picture of the Truth is not complete.
51. Laws get in the way of education.
52. Theres no price a leader would not pay to fulfill his dream.
53. Measure of greatness is not how far youve come but how
much you have overcome.
54. One must fill his dream in order to fulfill it.
55. A leader begins new thinking in the organization.
Fresh Ideas Come From Fresh Sources
Inquire into Anothers Welfare

Radar was first used in 1925 by two
American physicists measuring the height
of the ionosphere. By directing radio
signals at the ionosphere and measuring
the time delay before the signals reflected
back, Gregory Breit and merle Tuve
achieved what their other instruments
could not.
Since that time, radar has become widely
used in aviation, ship navigation, traffic
control, weather monitoring, scientific
research, space travel, and military
applications. For radar to provide the
needed feedback in any of these uses,
however, a signal must first be sent out
and the return signal awaited.
Forge, is infamous for its hardships.

General Washington sent repeated,
pleading letters to Congress for relief
for his soldiers. The soldiers were sick,
hungry, and many times lacked basic
clothing items like shoes, socks, or shirts.
The great General personally circulated
among his men, inquiring into their welfare
and giving what encouragement he could.
Not only had the General, whose duty it
was to care for these men, but also his wife
taken initiative to look into the welfare of
the men. And to do something about it.
A woman by the name of Mrs. Westlake, a

Valley Forge native, recalled of that winter,
I never in my life knew a woman so busy
from early morning until late at night as
Sensitivity shares a
I never in my life knew was Lady Washington,
similar dependence
providing comforts for
a
woman
so
busy
from
upon an initiating
the sick soldiers Every
signal. There are times
fair day she might be
early
morning
until
late
when questions would
seen, with basket in
be meddlesome, but in
hand, and with a single
at night
most circumstances, it
attendant, going among
is a demonstration of sensitivity to inquire
the huts seeking the keenest and most
into the personal welfare of those around
needy sufferer, and giving all the comforts
you. It would be insensitive to pry, but it
to them in her power.
is sensitive, somewhat analogous to the
radar, to take initiative in finding out how
Mrs. Washington was certainly not alone
those around you are feeling.
in this service to the troops, but she set
a hard pace. Herein is her example of
An American historical figure who
sensitivity, for sensitivity is taking initiative
demonstrated this kind of sensitivity was
to look in the well being of others.
Martha Washington, wife of General
George Washington. Each winter during
When the winter of 77-78 had passed,
the Revolutionary War, both armies
those soldiers who survived had lacked
settled into winter encampments. Martha
food, clothing, and shelter, but they never
and many other officers wives left their
lacked for leadership that was genuinely
comfortable homes during these difficult
committed to their best interests. Perhaps
months to be with their husbands at camp. as much as anything, the sensitivity of
General and Mrs. Washington held the
The winter of 1777-78, when the
Continental Army together during some of
Continental Army encamped at Valley
its darkest hours.
On the Trail with LAMA

LAMA Foundation
Mission Statement
The Laboratory Animal Management Association Foundation is dedicated to supporting educational opportunities that
enhance the knowledge and skills of laboratory animal science professionals.
ILAM Scholarship Deadline Submission and Review Process

o July 15 Applicant Submit to Association Solution Inc.
o August 1st - LAMA Foundation Board begins the review process
o September 1st - LAMA Foundation Board will notify Award recipient and LAMA Secretary/Treasurer
o September 15 - On behalf of the LAMA Foundation Board Sec/Treasurer submits ILAM tuition to AALAS
LAMA Foundation Scholarship Awards
o ILAM
o CMAR
o Other Educational Opportunities
Reviewed on a case by case basis
LAMA Committees
Awards Committee
John Park, Chair
T. Lane Watkins, Vice Chair
Cammie Symonowicz, Board of Director Liaison
Program, Education and Training Committee

Gordon Brackee, Co-Chair, DVM, MS, DACLAM
Tracy Lewis, Co-Chair
Guerra Benberry, Co-Chair
Laura Mistretta, Board of Director Liaison
CMAR Committee / LAMA Members.

Chris Hart, Co-Chair
Cindy Buckmaster, Co-Vice Chair
Liz Pelletier
Bill Sherrier
Lisa Brown, Board of Director Liaison
Public Relations Committee

Nikke Nicolelis-Amaya, Chair
Steve Sussman, Vice Chair
Liz Stich
Financial Oversight Committee

Sally Thomas, Chair
Neil Weigle, Vice Chair
Publications Committee
Fred Douglas, Co-chair
Stephen Baker, Co-Chair
Membership Committee
Joseph McKenna, Chair
John Occaso, Vice Chair
Joseph F. Krajicek, Board of Director Liaison
Policies and Procedures Committee
Robyn Kiser, Chair
Roxanne Fox, Vice Chair
Lisa Brown, Board of Director Liaison
Strategic Planning Committee

Regina Correa-Murphy, Chair
International Affairs and Affiliations
Regina Correa-Murphy, Chair
Fred Douglas, Vice Chair
LAMA Foundation Board
Leo Yanas, Chair
Carmine Bianco, Kyrsten Koebach, Howard Mosher and
Kim Scamardo Board Members
ATA Liaison
Laura Mistretta
AAALAC Liaison
Gail Heidbrink
Know Your Lama Leadership

Know Your LAMA Leadership
Complete the puzzle using the clues shown below.

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1. Board of Directors and ATA Liaison
8. Managing Editor of the LAMA Review
13. Secretary/Treasurer
18. Vice-President Elect
19. Chair of Awards Comittee
20. President
21. Chair of Financial Oversight Committee
22. Chair of Public Relations Committee
Down
3. Past-President and Chair of Strategic Planning Committee
4. Chair of Membership Committee
5. Chair of LAMA Foundation Board
6. AAALAC Liaison
7. Editor in Chief of the LAMA Review and Co-Chair of Publications Committee
10. Associate Editor of the LAMA Review
12. Chair of Policies and Procedures Committee
Created with Discovery
School's
PuzzleMaker.
15.Channel
Co-Chair
of CMAR
Committee
17. President-Elect and Co-Chair of Publication Committee
Break Away From Old Ideas
mistakes, you are wrong on a regular basis. This is a mark

of intelligence and courage.
Highly creative people tend to have fluid, flexible, adaptive

minds. Here are three statements that creative people can
make easily and which you learn by regular practice.
Second, with new information, be willing to change your

mind. Most of what you know about your business today
will change completely in the coming years so be the first to
recognize it.
By: Brian Tracy
Admit It When You Are Wrong

The first is simply, I was wrong. Many people are so
concerned with being right that all their mental energy is
consumed by stonewalling, bluffing, blaming and denying. If
youre wrong, admit it and get on to the solution or the next
step.
Face Up to Mistakes
Second, non-creative people think that it is a sign of
weakness to say, I made a mistake. On the contrary, it is
actually a sign of mental maturity, personal strength and
individual character. Remember, everybody makes mistakes
every single day.
Be Flexible With New Information
The third statement that creative people use easily is, I
changed my mind. It is amazing how many uncomfortable
situations people get into and stay in because they are
unwilling or afraid to admit that theyve changed their minds.
Be Willing to Cut Your Losses
If you get new information or if you find that you feel
differently about a previous decision, accept that you have
changed your mind and dont let anyone or anything back
you into a corner. If a decision does not serve your best
interests as you see them now, have the ego-strength and
the courage to cut your losses, to change your mind and
then get on to better things.
Action Exercises
Here are two ways you can break out of narrow thinking
patterns and become more creative.
First, be willing to admit that you are not perfect, you make
One Hour Makes All the Difference

One hour per day of study will put you at the top of your field
within three years.
Youve gone as far as you can with what you now know. Any
progress you make from this moment onward will require
that you learn and practice something new.
Commit to Lifelong Learning
One quality of leaders and high achievers in every area
seems to be a commitment to ongoing personal and
professional development. They look upon themselves
as self-made people, as works in progress. They
never become complacent or satisfied. They are always
striving toward ever greater heights of knowledge and
understanding.
Get to the Top in Five Years
Earl Nightingale said many years ago that one hour per day
of study in your chosen field was all it takes. One hour per
day of study will put you at the top of your field within three
years. Within five years youll be a national authority. In
seven years, you can be one of the best people in the world
at what you do.
Read Everything You Can
Read all you can about your field. Subscribe to the executive
book clubs and book summaries. Build your own library of
important books in your field. Never be cheap about your
education.
In fact, if you make a decision today to invest 3% of your
annual income back into yourself, back into your own
personal and professional development, you will probably

never have to worry about money again.
Go Through 50 Books Per Year
If you read one hour per day in your field, that will translate
into about one book per week. One book per week
translates into about 50 books per year. 50 books per year
will translate into about 500 books over the next ten years.
Join the Top 1% of Money Earners
If you read only one book per month, that will put you into
the top 1% of income earners in our society. But if you
read one book per week, 50 books per year, that will make
you one of the best educated, smartest, most capable
and highest paid people in your field. Regular reading will
transform your life completely.
Action Exercises
Here are two things you can do immediately to put these
ideas into practice.
First, ask the successful people around you for their best
book recommendations. Whatever advice they give you,
immediately go out and buy those books, take them home
and begin reading for one hour every morning before you
start work.
Second, when you read, underline and take notes when
you find important ideas that you can use. Implement them
immediately. Take action of some kind on good ideas. You
will be amazed at the change in your career.
Book Review
Our Iceberg is Melting
Written by: John Kotter
Book Review by: Carolyn Malinowski
One of the biggest complaints that I hear from managers is

that they dont have time to read all the journals that they
get, or for that matter, any books. In my searches for books to
read for the book review section of this journal, I came across
a book that everyone will have time to read! Our Iceberg is
Melting is the shortest book that I have read since the second
grade. It took me a little over an hour to read and, as an
added bonus, it was quite enjoyable.
This book is a parable about managing change. The book introduces you to a
penguin colony that forced to figure out what they will do when they realize
that their iceberg is melting. The penguins go through the same steps that any
organization would go through from convincing others that change is needed,
forming a team to manage the change, and getting participation from the entire
community. The book even uses illustrations to help tell the story.
I would highly recommend this book to anyone for a quick read! It is short, sweet
and to the point. And it even has some valuable lessons. Enjoy!
FS
rom the Information

uperhighway
Research Advancement
WSU to offer bone marrow transplants
to sick pets Its a big give-back to
dogs for cancer help
By TOM PAULSON
P-I REPORTER
The bone marrow or stem cell transplant, a procedure that
every year saves tens of thousands of lives and won for the
Seattle physician who pioneered it the 1990 Nobel Prize
in Medicine, appears poised to come full circle and finally
become more widely available to those who first made it all
possible.
Dogs.
They helped us figure out how to help save ourselves,
and so this represents a big give-back to the canine
species, said Dr. Jeffrey Bryan, a veterinary oncologist at
Washington State University.
Bryan is spearheading a project to soon launch what would
be the worlds first large-scale clinical transplant program
for dogs. The program is expected to become available to
treat dogs with lymphoma sometime this summer.
Bone marrow transplants had been done experimentally in
dogs over the decades, Bryan said, and clinically for a few
dogs by some pioneering private-practice veterinarians. But
the procedure has never before been routinely offered as a
cancer therapy for the canine community, he said.
We are looking at this as an option for dealing with one of
the most common cancers in dogs, Bryan said. There are
tens of thousands of dogs diagnosed with lymphoma every
year. At WSU, we get five or six calls a week.
The WSU transplant program, which will be a partnership
with a private business based in North Carolina, is intended
to make the procedures available to pet owners for
about $15,000 to $20,000 per dog. Thats pricey, Bryan
acknowledged, but there appears to be enough demand
among pet owners to support the program.
We could never have done this in the first place without
dogs, said Dr. Rainer Storb, head of transplant biology
at the Fred Hutchinson Cancer Research Center and one
of the original members of the team of Seattle scientists
led by Nobel Laureate Dr. E. Donnall Thomas that worked
to perfect the procedure in humans during the 1960s and
70s.
Its not just that the scientists happened to work with dogs
when the research started, Storb said. Dogs -- unlike mice
or monkeys or any other animals in research -- turned out
to be uniquely qualified to serve as animal models for the
experimental human bone marrow transplant, he said, in
part because of their broad genetic diversity.
It is the only species other than humans that has such
a large spectrum of genetic diversity, Storb said. Just
consider the difference between a dachshund and a Great
Dane, he said, and you get the picture. They also suffer
many of the same diseases as humans.
By 1965, when Storb moved from Europe to Seattle to
work with Thomas and his team, most researchers had
concluded that bone marrow transplantation would never
work. All of the earlier experimental attempts had failed
miserably in people, usually because of immune system
rejection. But the Seattle team stubbornly believed it could
be done and, working with veterinarians, recruited dog
owners to help advance the science.
The funniest one I remember was Richard, a very old
Chihuahua with no teeth, Storb said. He said the dog
was constantly fainting in the lab, and they eventually
determined he didnt actually have cancer but rather
severe anemia. They gave the owner anemia drugs to treat
Richard and sent him home.
Another time, a friend of Thomas brought in his energetic
German shorthaired pointer, which had lymphoma. The
dog escaped the lab, then located in West Seattle, and
the scientists spent hours searching the neighborhood
before finding him. Storb recalled many other dogs he
met while trying to perfect the transplant procedure. Many
died, anyway, of course, but mans best friends eventually
revealed to the scientists how to make it work.
The first clue dogs gave for making transplantation work
was identifying that a close tissue match between the
marrow donor and the patient was critical, Storb said.
This was not the case in mice, he said. We only
discovered this because of the dogs. And they also showed
us it wasnt the entire solution.
Research in dogs helped the Seattle scientists figure out
how to reduce the risk of immune system rejection and led
to the first successful human bone marrow transplants.
Storb continues to work with dogs and is now doing
studies, all of them nonlethal, aimed at eliminating the need
for radiation and toxic chemotherapy altogether.
Dogs are still important to this science, Storb said.
So its only fair that we now make this as widely available
as a treatment option for them as well, said Dr. Edmund
Sullivan, a Bellingham veterinarian uniformly credited with
doing one of the first nonexperimental marrow transplants
for a dog in this region -- in 2004 on a golden retriever
named Comet who had T-cell lymphoma.
Comet was successfully treated for the lymphoma, and
enjoyed years more of life, but died last month at age 10
from a different cancer, said his owner, Darrell Hallett, a
Seattle attorney.
Sullivan has since done transplants for five other dogs,
some taken to Bellingham from as far away as Dallas and
New York City. The Bellingham vet, who charges between
$25,000 to $35,000 for the procedure, has been able to
pioneer the transplant here by working with Storb and using
WSUs radiation equipment.
But once WSU launches its own transplant program,
Sullivan has been told he will no longer be allowed to use
the universitys radiation equipment to do the procedures at
his Bellingham clinic.
Ed deserves a lot of credit for pushing this forward, Bryan
said. But in order for the transplants to be done at the
highest quality and become fully incorporated as a standard
of care within veterinary medicine, the WSU oncologist
said, the entire procedure needs to be comprehensively
managed within an institutionalized program.
Sullivan agrees with the need for an institutionalized
program, but said he sees no reason why he cant also
continue to do the transplants, given his successful track
record. The Bellingham vet said he suspects there are
turf or business concerns playing into this and plans to
continue to press WSU to allow him access to the radiation
equipment.
I mean, I helped get this whole thing going, starting with
Comet, Sullivan said.
However this professional dispute plays out, it appears that
bone marrow transplantation will soon become an option
for the species that allowed scientists to develop one of
the most powerful and innovative anti-cancer therapies out
there.
Good dogs.
P-I reporter Tom Paulson can be reached at 206-448-8318
or tompaulson@seattlepi.com.
1998-2008 Seattle Post-Intelligencer
FS
rom the Information

uperhighway
Mouse Model For Mesothelioma

Reproduces Human Disease
ScienceDaily (Mar. 11, 2008) Scientists have
established a mouse model for human malignant
mesothelioma that will provide valuable insight into cancer
development and progression along with new directions for
design of therapeutic strategies. The research, published
by Cell Press in the March issue of Cancer Cell, may
eventually lead to a substantially improved outlook for
patients with this devastating disease.
Malignant mesothelioma is an aggressive cancer
originating from the mesothelial lining of the pleural cavity.
Malignant mesothelioma is associated with asbestos
exposure and is characterized by a long latency period
between exposure and disease onset. Chemotherapy can
sometimes lead to improvement of overall survival but
there is no cure for malignant mesothelioma and patients
often succumb from the disease within a year of diagnosis.
There is an urgent need for experimental models of
malignant mesothelioma that can be used to not only
study the onset and progression of the disease, but also to
serve as a model to select new combination therapies and
targeted agents, says study leader, Dr. Anton Berns, from
The Netherlands Cancer Institute.
In humans, malignant mesothelioma has been
associated with genetic lesions that result in the loss
of Neurofibromatosis type 2 (NF2) and genetic lesions
affecting RB and P53 pathways. Dr. Berns team
investigated whether a range of conditional single or
compound mutations in the Nf2, p53 and Rb pathways
within the mesothelial lining of the thoracic cavity would
cause malignant mesothelioma in mice.
The researchers found that the vast majority of mice
with conditional Nf2;Ink4a/Arf and Nf2;p53 mutations
developed MM after a short latency period. The mouse
malignant mesothelioma tumors, which could be followed
noninvasively through the use of bioluminescence imaging,
closely resembled human MM. Interestingly, Nf2;Ink4a/Arf
knockout mice had a more invasive cancer when compared
with Nf2;p53 knockout mice. The researchers went on to
show that the loss of Ink4a makes a substantial contribution
to the poor clinical outcome of murine malignant
mesothelioma .
These results describe an excellent model system for
investigating the molecular mechanisms that underlie
malignant mesothelioma . Our mouse models should be
suitable to further dissect pathways critically important in
mesothelioma development and progression and serve

as invaluable tools to test new intervention strategies,
concludes Dr. Berns. We have also derived a series of
cell lines that reproduce the disease when grafted into the
thoracic cavity. These may also facilitate design of better
MM therapies.
The researchers include Johan Jongsma, Erwin van
Montfort, Marc Vooijs, John Zevenhoven, Paul Krimpenfort,
Martin van der Valk, Marc van de Vijver, and Anton Berns,
of The Netherlands Cancer Institute, Amsterdam, The
Netherlands.
Journal reference: Berns et al.: A Conditional Mouse
Model for Malignant Mesothelioma. Cancer Cell, Vol 13,
261-271, 11 March 2008.
Adapted from materials provided by Cell Press
NEWS COMMENTARIES URGE

RESEARCH PROTECTION
Through recent newspaper commentaries, two prominent
members of the research advocacy community voiced
concern over the ongoing campaign of violence and
harassment of scientists involved in research.
The chair of the Committee on Animals in Research of the
Society for Neuroscience, Jeffrey Kordower, published
a commentary on the need to protect research in The
Chicago Tribune yesterday. Kordower, a neurological
sciences professor at Rush University wrote in part:
Despite being highly regulated, peer-reviewed, crucial
to public health and legal, vital research is increasingly
under violent attack by activists using illegal means. It is
time for the science, academic and health communities to
say enough and do something about it. No researcher
should experience the trauma of this kind of attack alone,
or shoulder the responsibility of trying to address it without
support.
Overall, members of the Society for Neuroscience, whose
Committee on Animals in Research that I chair, reported
more incidents involving harassment or violence in the
first six months of 2007 than from 1999 through 2003. Not
only have these attacks become more frequent, they have
become more violent. The painting of glass-eating acid
onto a researchers home, home bombings, attempted
home invasion, attempted car bombings and the flooding of
a researchers home have caused thousands of dollars in
damage.
This trend will continue unabated unless research
institutions, governments, national funding agencies,
such as the National Institutes of Health, and the science
community unite to defend responsible biomedical research
and implement policies to address these threats. With
reasonable legal discourse descending to illegal violence
and threat, universities can no longer afford to ignore
actions that impose danger to their faculty. By taking
steps to prepare, pre-empt and respond effectively to

anti-research activists, they can support the progress of
scientific research, as well as the health and economic
well-being of the nation.
Funding agencies, like the National Institutes of Health,
are making important statements, but they should be
encouraged to take an even stronger role in expecting
universities to protect NIH-funded researchers.
Chicago Tribune March 25, 2008 Keep scientists
safe: Universities must address violence that threatens
biomedical research www.chicagotribune.com/news/chioped0325researchmar25,0,5184251.story
Susan Adler, Executive Director of Northwest Association
for Biomedical Research, wrote a commentary for the
Puget Sound Business Journal (Seattle) that recounted
recent incidents in the animal rights offensive against
research and noted:
Intelligence sharing between the research and law
enforcement communities continues to strengthen. Issues
of special concern to all research facilities include the
screening and hiring of employees, since we know that
sophisticated training has been given to activists who pose
as lower level workers, positioning themselves to infiltrate
and then destroy from within. Tragically, they sometimes
succeed...
...Our greatest responsibility as a research community is to
inspire our next generation of scientists. We simply cannot
allow our students and future citizens to question whether
they should become new members of our research teams.
We must succeed. There is too much at stake.
Puget Sound Business Journal March 14, 2008
Understanding the hidden costs of research http://
seattle.bizjournals.com/seattle/stories/2008/03/17/focus10.
html?b=1205726400%5E1603696.
Understanding the hidden costs of research
Puget Sound Business Journal (Seattle) - by Susan Adler
What does it mean when a researcher cuts short his or her
career because of fear? How can we possibly measure
that?
In August 6, 2006, Dario Ringach, a UCLA neuroscientist,
announced that he was giving up his research with
nonhuman primates. His e-mail to the activists simply
said You win. Please dont bother my family anymore.
Ringach had devoted his career to understanding the visual
pathways in the brain, studying the critical period for early
surgical intervention to prevent blindness and other visual
defects in newborns.
What would Puget Sound Business Journal readers do if
they returned night after night to protesters posted at their
doors and to vandalized homes and cars plastered with the
words, Quit your job ... or nobody escapes ... ALF (Animal
Liberation Front) Eyes on You?
In a Santa Monica, Calif., courtroom on Feb. 21, Los
Angeles County Superior Court Judge Jerald Rosenberg
approved a temporary restraining order sought by the
Regents of the University of California, to prohibit five
named defendants from ALF and other extremist groups
from harassing UCLA personnel, and specifically from
coming within 50 feet of them during a demonstration. The
restraining order also requires that personal information
about UCLA personnel be removed from websites
maintained by extremists.
The order came within weeks of an incendiary device set
at the home of Edythe London, protesting her medical
research at UCLA. In October, ALF activists had flooded
Londons home by breaking a first floor window and
inserting a garden hose. They left her the following note:
It would have been just as easy to burn your house down,
Edythe. As you slosh around your flooded house, consider
yourself fortunate this time.
Karin Immergut, the U.S. Attorney for the District of
Oregon, and I met this past August. After nine years of
investigation, she and her lead prosecutors had obtained
guilty pleas from the largest eco-terrorism group in the
country, known as Operation Backfire. These conspirators
had led a string of arsons across the West whose targets
included the University of Washingtons Center for Urban
Horticulture.
The Northwest research community wanted to understand
what Immergut and her Assistant U.S. Attorneys, the FBI,
the ATF and local law enforcement had learned about
the mindset and the tactics employed by the domestic
terrorists in our midst. I came to ask her to convene a
private advisory session with us at the Portland Federal
Courthouse.
Scientists, security, facilities and communications
managers from research facilities in Washington and
Oregon were joined by local law enforcement from nearly
every local county. We learned that these animal rights
activists are highly educated. Almost all are college
graduates; many have doctorates. Their goal was to stop
research that they judged unjust.
The FBI explained that when members of Operation
Backfire were finally apprehended, many were frustrated
because they had come to realize that arsons alone were
not succeeding in getting their message across, and plans
were under way to increase their level of violence.
As Michael Conn, assistant director of the Oregon National
Primate Research Center, stated in his prepared remarks
at our session, The public needs a warning. The animal
rights war on animal research is dangerous to our health.
Who pays when researchers give up productive careers?
We all do.
On Feb. 6, the Society for Neuroscience released a new
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document, Best Practices for Protecting Research and

Researchers, to encourage better protection of academic
researchers who face intimidation, harassment and
physical attack by anti-animal research activists. The
document recommends a set of specific and proactive
steps that research institutions can take to protect their
employees.
Responsible biomedical research is essential to improve
human health and save lives, said Eve Marder, president
of SFN. At a time when reasoned debate has turned into
illegal harassment, trespass, and threat of violence, we
have an obligation to provide an appropriate and safe
environment for our researchers.
Intelligence sharing between the research and law
enforcement communities continues to strengthen. Issues
of special concern to all research facilities include the
screening and hiring of employees, since we know that
sophisticated training has been given to activists who pose
as lower level workers, positioning themselves to infiltrate
and then destroy from within. Tragically, they sometimes
succeed.
On Feb. 12, 2002, James Jarboe, then domestic terrorism
section chief of the counterterrorism division for the FBI,
made the following statement before the House Resources
Committee, Subcommittee on Forests and Forest Health:
The FBI estimates that the Animal Liberation Front and
Environment Liberation Front have committed more than
600 criminal acts in the United States since 1996, resulting
in damages in excess of $43 million.
In congressional testimony on the Animal Enterprise
Terrorism Act in 2005, the FBI raised its estimate of
damage to more than $100 million. These numbers are not
limited only to the destruction of research facilities.
The financial aspect is the least of our problems,
said Richard Bianco, vice president for research at the
University of Minnesota, referring to an attack at that
institution in 1999 that caused $2 million in damage. The
hardest thing is people see this and dont want to go into
science. Why would they go into science when they can
have their work threatened like that?
Our greatest responsibility as a research community is to
inspire our next generation of scientists. We simply cannot
allow our students and future citizens to question whether
they should become new members of our research teams.
We must succeed. There is too much at stake.
SUSAN ADLER is executive director of the Northwest
Association for Biomedical Research, the Northwests

leading voice for understanding biomedical research and
its ethical conduct. She can be reached at 206-957-3337
or susan@nwabr.org.
All contents of this site American City Business Journals
Inc. All rights reserved.
Nonanimal Assessment Approach

for Evaluating Eye Irritation Potential
of Antimicrobial Cleaning Products
(AMCPs)
The U.S. Environmental Protection Agency (EPA) has

collaborated with the Alternative Testing Working Group
(ATWG) to develop a nonanimal approach for evaluating
the eye irritation potential of AMCPs. The ATWG is
comprised of seven consumer product companies (Clorox,
Colgate Palmolive, Dial, EcoLabs, Johnson Diversey,
Procter & Gamble, and SC Johnson). The Institute for In
Vitro Sciences, Inc. (IIVS) coordinated the EPA-ATWG
collaboration, performed additional testing to complete
parallel sets of in vivo and in vitro data, and prepared a
background review document (BRD) describing the final
approach.
IIVS has submitted this BRD, In Vitro Approach for EPA
Toxicity Labeling of Anti-Microbial Cleaning Products, to
NICEATM. The EPA and the ATWG have requested that
NICEATM and ICCVAM use information within the BRD
to conduct a technical review of the proposed approach to
determine whether ICCVAM could assure the EPA, with a
reasonable degree of certainty, that the approach would
be useful for making labeling decisions for AMCPs that
appropriately inform the user.
NICEATM and ICCVAM are conducting a preliminary
evaluation of the submission for completeness and for
adherence with ICCVAM guidelines. If they decide to
move forward with an evaluation, NICEATM and ICCVAM
will convene a peer review panel to review the validation
status of the proposed approach.
On behalf of ICCVAM, NICEATM requests:
Nominations of expert scientists to serve as members of a
possible peer review panel
More information on nominations for the peer review panel
Submission of relevant data and information on AMCPs
or related substances obtained from (1) human testing or
experience including reports from accidental exposures,
(2) rabbits using the standard eye test or the low volume
eye test, and (3) in vitro test methods for assessing
ocular irritation, such as the Bovine Corneal Opacity and
Permeability test, the Cytosensor Microphysiometer test,
and the EpiOcular test, and data supporting the accuracy
and reproducibility of these methods
Vets/animal rights
Vets groups duke it out on whos more
humane
Newsday.com
Denise Flaim-Animal House
January 31, 2008
Its Godzilla versus Mothra.

Im talking about the recent head-butting between the
American Veterinary Medical Association and the Humane
Society of the United States.
Earlier this month, the HSUS and the relatively unknown
Association of Veterinarians for Animal Rights announced
they would be merging to form the Humane Society
Veterinary Medical Association.
Of the approximately 80,000 veterinarians in the United
States, only 3,500 are affiliated with AVAR, which focuses
on reducing animal use in veterinary training and on
advocacy for companion and farm animals.
Its supporters say the creation of the Humane Society
Veterinary Medical Association - which is backed by the
HSUS healthy budget and boundless marketing and
media savvy - was a response to the AVMAs lack of
progressiveness and its kowtowing to industries that view
animals as commodities, not sentient beings.
All too often, the AVMA sides with animal-use industries,
and not with animals, said Wayne Pacelle, president
and chief executive of the Humane Society, at the
announcement of the merger. How could a veterinarian,
who takes a sworn oath to care for animals, not speak
out against force-feeding of ducks for foie gras or the
confinement of veal calves in crates so small that the
animals cannot even turn around?
The AVMA volleyed back a high-road response:
Credibility is earned by engaging and gathering input
from the broadest range of voices, said Ron DeHaven,
executive vice president of the American Veterinary
Medical Association, in a news release, not by listening
only to those who agree with us.
But off the page, DeHaven is quick to note the distinction
between an animal welfare group like the AVMA and
fringe animal rights groups like AVAR and, by extension,
HSUS.
Ultimately, it comes down to a fundamental difference in
philosophy, he said. That would suggest that they would
confer upon animals the same legal rights that people
have. Among the AVAR agenda, he contends: eliminating
animal ownership and the use of animals for food or fiber.
Paula Kislak, president of AVAR, notes dryly that, as

an association of veterinarians, it would be pretty
counterproductive if we were working toward eliminating
pet ownership. As far as rights go, AVAR is concerned
with what she calls minimal rights - the rights for animals
to extend their limbs and turn around and stand up in their
confinement cages, or the right to food, water and shelter,
the right not to be abused or beaten or not to live in fear or
neglect.
Which side to sympathize with?
On the one hand, the AVMA is hardly progressive, leaning
toward bureaucratic sluggishness in areas that might
engender controversy. Consider the declawing of cats,
considered by many to be amputation.
Declawing of domestic cats should be considered only
after attempts have been made to prevent the cat from
using its claws destructively or when its clawing presents a
zoonotic risk for its owner(s), reads the AVMAs tepid 2003
position statement.
Preventing overvaccination is another area in which the
AVMA could take a greater leadership role. Although the
veterinary group did issue a report on changing vaccine
schedules in 2002, its efforts pale compared to those of
the American Animal Hospital Association, which in 2006
updated its highly specific canine vaccine protocols.
(DeHaven replies that sometimes, the AVMA need not
reinvent the wheel when other reputable groups have taken
the lead.)
DeHaven notes the AVMAs house of delegates has
reviewed policies brought before it by the AVAR specifically, the production of foie gras, tail docking and
ear cropping in dogs, and induced molting in chickens.
None were passed in their original form, DeHaven says,
principally because revisions to the submitted language
were necessary to accurately reflect the available science
on these topics. In several cases, he adds, policies
emerged or were revised as a result of discussions with
AVAR representatives.
As for HSUS, its critics decry its very name, noting that the
group runs no humane societies and saying it is basically a
watered-down version of People for the Ethical Treatment
of Animals, which would end domestication as we know
it and return every dog and cat to born-free-Elsa status.
While HSUS does do important work in highlighting animal
abuse, and while it works hard to maintain a mainstream
image, it arguably falls more to the left than center. Pacelle,
for example, has gone on record saying that he thinks
all breeding of companion dogs should be regulated,
regardless of whether the puppies are raised in a puppy
mill or by a hobby breeder in the home.
This merger sends a message to the AVMA, said Jean
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Dodds of Santa Monica, Calif., who has been an AVAR

member for decades. As a profession, we need our
national association to continue to be more proactive and
responsive to what society wants and expects with respect
to animals.
In the face of charges that AVAR vets are tree-hugging
wackos, consider that Dodds is not averse to sacrificing
animal life for the greater good: The Rabies Challenge
Fund, which she helped found, is testing the duration of
immunity of the rabies vaccine to see if it extends as far as
five to seven years. At the end of the vaccine trial, all the
beagles will be euthanized so their brains can be examined
for signs of the disease - the only definitive way to diagnose
rabies.
Much like when I watched those painfully bad Japanese
horror movies, I find Im unable to decide between the
overgrown lizard and the supersized, powder-spewing
insect. I think Ill wait for the sequel.
Copyright 2008, Newsday Inc.
Europe gets bullish on animal rights

issues
By SHELLEY EMLING
LONDON - Spains iconic sport, bullfighting, is known for its

ferocity and flair. But the centuries-old spectacle may have
met its match in an equally tenacious opponent: Europes
animal rights movement.
For the first time Thursday, doping tests were introduced
at Spains most prestigious bullfighting festival after
allegations that bulls are given drugs to tip the balance in
favor of the matador. Under pressure and falling ratings,
Spanish TV has dropped bullfighting from its schedule.
The increasingly vocal anti-bullfighting lobby says its only
a matter of time before the sport is relegated to the history
books.
People in Europe are finally beginning to accept the animal
welfare message, said Kate Fowler-Reeves, head of
campaigns for Animal Aid, the UKs largest animal rights
group.
These are heady days for Europes animal rights activists,
who have successfully pushed through a string of animal
welfare measures in recent months.
Perhaps the strongest measures are in Switzerland, where

a law taking effect Sept. 1 requires dog owners to pay for
and finish a two-part training course. Among the lessons:
theory on recognizing the needs of the animal and practical
applications, including how to properly walk a
dog on the street.
Under the Swiss law, anglers will have to take lessons
on how to catch fish in a compassionate manner. Pet fish
owners will have to provide aquarium lighting that maintains
the natural cycle of day and night.
Owners of horses, goldfish, parakeets, guinea pigs, and
various other social creatures could be cited for animal
abuse if the animal does not cohabit, or at least have
contact, with others of its own kind.
Marcel Falk, a spokesman for the Swiss Federal Veterinary
Office, said that the goal is to ensure fitting treatment for all
types of pets.
When it comes to dogs, for example, we want to improve
the way dogs are kept, he said in a telephone interview.
We also want to reduce dog attacks in Switzerland. Wellkept dogs usually arent dangerous dogs.
At least one Swiss newspaper has accused the
government of wasting taxpayer money.
Farmers associations have argued that the law will make
them less competitive on the international market. Under
the law, farmers also wont be allowed to keep pigs and
cows in areas with hard floors.
But across Europe, animal activism is catching on.
In Russia, a number of medical schools have stopped the
harmful use of animals, Fowler-Reeves said. Croatia has
introduced some pretty radical animal protection legislation
including the banning of breeding animals for fur.
One setback, Fowler-Reeves said, was Austrias Supreme
Court ruling earlier this year that a chimpanzee cannot be
declared a person.
An animal rights group had sought to have the chimp,
Matthew Hiasl Pan, declared a person in hopes of obtaining
guardianship of the animal.
The case was lost but the fact it was brought at all was
extremely encouraging, Fowler-Reeves said.
Another flash point of animal rights concern is in Britain,
where a growing number of local town councils and even
swanky restaurants and department stores have banned
the sale of foie gras, a delicacy popular in France.
Foie gras is a liver pate made by the force-feeding of ducks
and geese. Already it is illegal to produce foie gras in
Britain although it can still be imported.
Brought to you by the HoustonChronicle.com
State settles suit on Capitol protests

By Geoffrey Fattah
Deseret Morning News
Published: April 9, 2008
The state of Utah has settled its second suit brought by a

local animal rights group challenging its policies when it
comes to the right to protest at the state Capitol.
The move comes after members of the Utah Animal Rights
Coalition filed a federal suit against the state when two of
its members were told by Capitol security they could not
hold signs in protest on the second floor of the Capitol
outside the doors to the House of Representatives. Last
March, a federal judge issued a temporary restraining order
against the state, finding that the states policies regarding
protests violated the First Amendments right of free
speech.
Attorney Brian Barnard, who represents UARC, said the
state has settled the suit. The state has agreed to pay $250
for each of the two protesters, $500 for UARC and $9,000
in attorneys fees and court costs.
This is the second time the state has settled a federal
suit filed by UARC. In 2006, the group sued after two of
its members were barred from handing out leaflets at the
Capitol. That case was settled for $12,500 and prompted
the Capitol Preservation Board to revamp its rules and
allow leafletting.
Recently House Speaker Greg Curtis, R-Sandy, and
Senate President John Valentine, R-Orem, who sit on
the preservation board, both said the boards rules need
to be updated to permit spontaneous protests within the
Capitol as long as they do not interfere with the business of
lawmakers.
Barnard remains skeptical. If I were a betting man, Id
bet at least a dollar that the new and improved rules for
protests and demonstration at and in the State Capitol
will not be constitutional and will embody the Legislatures
continuing disdain for the great unwashed, he said
Scientist for a day
Cancer survivors are invited to do some lab work

at Fox Chase, to see why fighting the disease is
so difficult and costly - and to support the cause.
By Tom Avril
Inquirer Staff Writer

With a forceps in one hand and a scalpel in the other, Kim
Hagerich peeled back the skin of a white laboratory rat.
She extracted a glistening section of pink tissue that was
perhaps a half-inch long - a mammary gland - and placed it
on a small yellow tray.
Mammary glands are of greater interest to Hagerich than to

most people, as something went wrong with hers 21
2 years ago. She is a breast-cancer survivor, one of 11 who
donned white lab coats at Fox Chase Cancer Center last
Monday.
They spent the day as scientists: swirling flasks of pink
fluid, slicing up bits of animal tissue to examine under a
microscope, extracting snippets of genetic information to
understand why some cells run amok. Hagerich was one of
two women who gamely probed a pair of anesthetized rats
that lay peacefully on a lab table.
I have to say, its nice to be on this side of Fox Chase
instead of the other side, says Hagerich, 39, who
previously came to the Northeast Philadelphia cancer
center for treatment.
This time, she and her lab mates came because, in addition
to having battled cancer, all had volunteered in some
capacity for one of two groups that helped sponsor the oneday program: the Linda Creed Breast Cancer Foundation in
Philadelphia and the American Cancer Society. Some had
worked as patient advocates, some as fund-raisers.
The goal: After getting a small taste of the world of
research, theyd have a better idea what to say when
someone - a legislator, a patient, a potential donor - asks
them why science costs so much, or why progress seems
so slow. Hagerich also wants to serve on an institutional
review board to help evaluate research proposals.
I want to be able to sit at a table with the researchers
and know what Im talking about, says the Doylestown
mother of two young daughters, who has lobbied members
of Congress on behalf of the National Breast Cancer
Coalition.
The women began their day in the lab by telling each other
how long it had been since their treatment: 7 years, 15
years, 20 years. Each drew applause. Judy Hughes got it
twice. She beat one type of breast cancer 32 years ago,
only to be diagnosed with a different kind four years ago.
Then, as the women sipped coffee, Jose Russo, director
of the Fox Chase Breast Cancer Research Laboratory, told
them about one of his projects.
Along with the Mount Sinai School of Medicine and the
University of Alabama, he is engaged in an $11.5 million
study of whether breast cancer is linked to chemical
exposure. One compound under scrutiny is bisphenol A,
which is found in certain plastics such as the film that lines
the insides of food cans.
So far, theyve reported that rats exposed to bisphenol
A have an altered genomic signature in their mammary
glands, and that those animals are more prone to
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developing tumors.
The team also is studying whether the chemical has a

similar effect in humans, by following a group of prepubertal
girls in New York City.
Russo detailed some of the costs of the work: Rats are $15
apiece, and it takes $5 a day to keep one alive. Raising 100
animals and harvesting the tissue for a single experiment
costs $50,000, he says.
Next on the womens agenda: the lab. They broke up into
five groups.
Hagerich dissected rats with Michelle Esser, 39, who just
celebrated her two-year anniversary of being cancer-free.
Esser, of Blue Bell, made a T-shaped incision in her
animals abdomen, revealing the liver, intestines and other
organs beneath, and marveled as Fox Chase researcher
Ricardo Lopez pointed out the animals whitish fatty
deposits.
A fat rat! Esser exclaimed.
Though the animals would be sacrificed later, they were still
alive for the dissection so their valuable genetic material
would not deteriorate. Lopez said the anesthesia kept them
from feeling pain.
The inside of the rats skin was a uniform pink. They
had never been pregnant, so the mammary glands were
undeveloped, and difficult to see for the untrained eye.
Once extracted, the glands were placed on ice for later
analysis.
Elsewhere in the building, another group practiced the art
of histology - studying tissue. They learned how to seal
chunks of tissue in paraffin blocks, and how to cut off thin
slices of the blocks and put them on slides for analysis
under a microscope.
Among the histology researchers was Hughes, the two-time
cancer survivor. She worked for decades as a registered
nurse at Doylestown Hospital, so she is familiar with the
practice of medicine from both sides. But she hadnt been
in a lab for a while.
I feel like Im back in school, says Hughes, who now
provides guidance to cancer patients as part of a program
called Reach to Recovery.
Another of the five groups learned how to look at individual
cells suspended in a flask of growth medium. The women

used an enzyme called trypsin to detach the cells from the
sides of the flask, then incubated the mixture at a toasty
37 degrees Celsius. Several more steps were required to
separate the mixture into three sets of cells for different
experiments.
The remaining two groups learned to extract and analyze
the genetic instructions contained in rat RNA.
Research technician Patty Russo (daughter of the labs
director) showed her students how to cut off a piece from
a frozen rat liver, then she ground it into a fine powder with
the laboratory equivalent of a mortar and pestle.
Philadelphia resident Karen Oliver, one of the breastcancer survivors, gave it a try. After obtaining her powder
of liver cells, she used a metal tool to transfer it into a tube.
Many more steps would follow: adding various chemicals to
isolate the genetic material, interspersed with several spins
in a centrifuge.
Kinda tedious, Oliver says after taking her turn and
hearing that Russo typically spends hours, even days,
performing similar tasks at her laboratory bench.
When told of the rat dissections going on down the hall,
however, Oliver was happy to be where she was.
Glad Im not part of that group, she says with a chuckle.
This, I can do.
Jose Russo popped into the various labs to watch science
being done by the visitors. He came away energized by
their enthusiasm.
They have the experience of this disease, and they are
so very motivated, Russo says. And having fought the
disease as patients, they now have an idea of how it is
fought in the lab. For good reason, he says: When they
ask for money, they need to know how the money really will
be spent.
------------------------------------------------------------------------------Contact staff writer Tom Avril at 215-854-2430 or tavril@

phillynews.com.
Blank stem cells showing promise

Could quiet debate on embryos
By Colin Nickerson, Globe Staff | April 8, 2008
Cambridge scientists have used stem cells that were

reprogrammed from ordinary skin cells to alleviate
symptoms of Parkinsons disease in rodents, illustrating the
vast medical potential of this new type of stem cell.
In the study, rats whose midbrains were damaged in a way

to closely mimic Parkinsons received transplants of healthy
neurons cultivated from reprogrammed stem cells. These
are basically biological blank slates that are believed to
have the same capacity as embryonic stem cells to be
turned into nerves, organs, bloods, bone, or any other cell
type.
The brain-damaged rats had wandered in uncontrollable
circles. After the treatment, however, eight of the nine test
rats showed markedly less or even no circling, according
to Marius Wernig, a scientist at the Whitehead Institute for
Biomedical Research and lead author of the research.
This is the first demonstration that reprogrammed cells
can integrate into the neural system or positively affect
neurodegenerative disease, Wernig said.
The work, published yesterday in the journal Proceedings
of the National Academy of Sciences, has political as well
as medical significance since it may add weight to the
argument - made by President Bush, among other religious
conservatives - that there is no compelling reason to use
human embryos to make stem cells. Reprogrammed
cells are created from ordinary tissue without harming
embryos. The work at the Whitehead, a Cambridge-based
center loosely affiliated with the Massachusetts Institute of
Technology, was done with rats, but the principle applies to
humans.
This shows that [reprogrammed] cells are able to function
in the therapeutic manner that people have ascribed to
them, said Rudolf Jaenisch, the pioneering Whitehead
and MIT stem cell scientist who oversaw the work. These
cells are more readily available and much less controversial
than embryonic stem cells. But they seem to have identical
potential.
Jaenischs lab has already achieved success in using
reprogrammed cells to treat sickle cell anemia, a blood
disease, in lab rodents.
The basic idea is to use [reprogrammed] stem cells
to make custom-designed healthy cells that will not be
rejected by a patient, said Jaenisch. Since the new cells
can be reprogrammed from the patients own tissue, they
are genetically identical.
But researchers concede that the direct therapeutic use in
humans remains problematic because the reprogrammed
cells are forged in a process that relies on potent regulator
genes that are linked to cancer - raising the potential that
they might trigger tumors in patients.
In a human, wed use the same process - taking adult
cells, reprogramming it to the [stem cell] stage, then
differentiating it into the cells we need, said Jaenisch.
But human work is a long way off. Science moves step by
step.
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Last year saw a series of breakthroughs in the creation

of embryonic-like stem cells without making or destroying
human embryos, winning applause from religious
conservatives who had opposed the use of stem cells
derived from cloned or frozen embryonic tissue.
The research from the Whitehead offers dramatic evidence
that so-called IPS cells - for induced pluripotent stem cells hold medical potential equal to the fanfare that greeted their
appearance as an alternative to embryonic stem cells.
This is a big step forward, said Margaret Sutherland, a
program director at the National Institute of Neurological
Disorders and Strokes. IPS cells are still in their infancy.
But this shows their use [in human medicine] could be near
for things like drug screening or in diagnosing patients.
The day is fast nearing when skin cells, for example, could
be taken from a patient and quickly transformed into stem
cells that can be used to test the efficiency of a specific
medicine against a given disease - an individuals own flesh
and blood, in the form of tissue made from reprogrammed
cells, could be used to see if it is responsive to particular
medicine or other therapy.
Parkinsons disease is a degenrative disorder caused by
insufficient levels of a key brain signaling chemical, called
dopamine. As many as 1 million Americans suffer from the
disease, which results in loss of motor control.
The research at Whitehead was similar to work done earlier
in the decade by Harvard Medical School and McLean
Hospital in Belmont that used pure embryonic stem cells
to relieve symptoms of Parkinsons disease in rats. The
efficacy of true embryonic stem cells has been recognized
for years, but reprogrammed cells are still uncharted
territory.
The Whitehead researchers started with adult mouse skin
cells, which were treated with four genes to regress into
an embryonic stem cell-like state. In lab dishes, these
cells were then coaxed into becoming brain tissue. This
is the neural matter that was implanted into the brains of
Parkinsons-afflicted rats - raw material from mice works
fine in rats, at least in this experiment.
Within eight weeks of the transplant, the neurons
generating dopamine were established in the rats brains,
alleviating symptoms of the disease.
This is a proof-of-principle for using reprogrammed . .
. cells for treating disease, said George Q. Daley, a

prominent stem cell researcher at Childrens Hospital
Boston.
The revolutionary reprogramming technique, introduced
using human cells only last year by scientists in Japan and
the United States, uses genetic alteration to turn back the
clock on adult cells, making them regress to an embryoniclike state. Then the time machine process can be reversed,
with the cells coaxed to take on the form and function of
any developed cell.
Colin Nickerson can be reached at nickerson@globe.com.
When Workers are Targeted
In light of a recent firebombing of an animal researchers

home, experts and consultants say HR leaders and their
organizations need to be more proactive in dealing with
outside threats and ensure that employees, customers and
clients be informed of potential problems.
By Kristen B. Frasch
A recent firebombing at the home of a UCLA faculty
member by animal-rights activists has once again sounded
the security alarm among academic, corporate and
research organizations intent on protecting researchers and
other employees.
The Feb. 5 incident -- in which an incendiary device
charred the front door of Edythe London, a UCLA professor
of psychiatry and molecular and medical pharmacology -was the second time in four months that London has been
targeted for her use of monkeys in the study of nicotine
addiction. Members of the Animal Liberation Front claimed
responsibility for the attack.
In the first incident, in October, the group claimed
responsibility for flooding Londons Los Angeles home
using a garden hose, causing $30,000 worth of damage.
Both incidents are currently being investigated by the
university and the Federal Bureau of Investigation, as are
earlier acts of intimidation at UCLA by extremists.
For several years, members of the UCLA faculty
and administration have been subjected to violence,
harassment and other forms of intimidation [including]
threatening phone calls, e-mails and property trespass and
damage, said the universitys chancellor, Gene Block, in a
recent statement.
Experts and consultants working closely with HR and
security officials say this latest incident underscores the
need for employers to be more proactive in monitoring
outside threats and ensuring that all employees, customers
and clients -- even those indirectly associated with animal
research or other controversial activities -- are informed of
potential problems.
These incidents have grown due to Web technology, are

intensifying in degree of violence and are continuing, says
Bruce T. Blythe, CEO of Atlanta-based Crisis Management
International.
While there are federal and state laws that deal with
terroristic tactics, there is still a great deal employers
and organizations can and should be doing to secure
their businesses and protect their workers. HR should
more aggressively use background screening, pay more
attention to suspicious behavior by moles and be more
communicative with employees.
If your company in any way deals with research animals
and/or deals with any company that deals with research
animals, youre a potential target and all your employees
are potential targets, says Dr. John S. Ellis, executive
director of the Pennsylvania Society for Biomedical
Research, based in Camp Hill, Pa.
Several years ago, he says, protesters went so far as
to show up at the home of a University of Pennsylvania
bookkeeper who only provided informational services to a
team of animal researchers at the school.
HR executives, particularly those at larger pharmaceutical
and biomedical companies where animal research is
performed, should be aware of the sophistication of animal
activists, especially at securing Web-accessible information
on research projects and individuals or organizations
associated with those projects, says Mary Hanley,
executive vice president of the National Association for
Biomedical Research in Washington.
Many activists even become moles for their groups, she
says, applying for jobs on the very projects they aim to
destroy. Some hide cameras on their bodies to capture
evidence and feed security information to their groups.
These absolutely are terrorist cells, says Hanley, whose
group works with businesses and institutions to help protect
scientific research.
Many HR professionals are not well educated in these
issues, Hanley says. And security personnel are often
frustrated, she says, at the availability of information
on projects and employees, and the lack of adequate
background screening.
HR and security people should really get together on all
this and start dialoguing in meaningful ways, Hanley says.
We always tell them they need a team -- HR, IT, security
-- to [establish the proper policies and protocol and to] fight
against hackers into their systems.
Human resource practitioners also need to be much more
attuned to the potential for physical infiltration, according
to Hanley. One suspicious signal is the eagerness of job
applicants to work at night.
FS
rom the Information

uperhighway
These people go after these jobs, she says.

Weve found at some [infiltrated] institutions, if HR had just
tracked the applicants information down, if they had just
done normal screenings, activist connections would have
been discovered.
Another proactive move HR could make is to inform
employees about controversial projects their company is
involved with, although the tendency is often is to keep
such projects quiet.
We always think its a good idea to keep everyone in
the know, so individuals who are only slightly associated
with the project are aware of the need for caution, she
says. Communication is also important because its good
business practice to have your workforce informed about
your product and feeling good about your work.
Blythe says organizations should go on the offense -- as
well as the defense.
In the UCLA case, the university has filed a request for
a temporary restraining order and permanent injunction
prohibiting three named groups and five individuals from
harassing -- or facilitating the harassment of -- employees.
Enough is enough, Block said in announcing the
court action. Were not willing to wait until somebody is
injured before taking legal action to protect our faculty
and administrators from terrorist tactics, violence and
harassment.
Blythe offers some other avenues, including encouraging
companies that suspect infiltration to hire and train people
who can join the suspected extremist group and filter
information back.
Call it espionage and counter-espionage if you want, he
says.
Also at HRs disposal is a relatively new linguisticsdeciphering tool called scientific content analysis, or SCAN,
which serves as a viable lie-detector test based on patterns
of speech and word choice. Training in this technique,
Blythe says, is intensive, but can provide employers with
potentially life-saving information.
Blythe also stresses the need to properly inform -- and
even market -- the companys notification system to
employees, and ensure their confidentiality.
More times than not, says Blythe, employees hear things

before anyone else does.
violence and property damage by animal-rights extremists

to criminal status.
Yet another option for companies is to donate to local

animal shelters or Humane Society branches, making it
clear to suspected extremist groups that the contributions
will end -- and the group will be publicly blamed -- if
violence occurs or threats continue.
There are also federal laws that very thoroughly dictate

and govern proper and humane procedures for animal
experimentation, but, Ellis says, many of these [extremists]
arent interested in ensuring that research animals are wellcared for, according to [these] stringent federal guidelines.
They just dont want the animals in there at all.
Trust me, says Blythe, there are ways of fighting back.

The federal Animal Enterprise Terrorism Act, passed in
2006, and some similar state laws, have elevated acts of
February 20, 2008

Copyright 2008 LRP Publications
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Managing the Generational Divide

12 Tips for Successful Team Building

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