Y-chromosome STR haplotypes in Somalis

A total of 201 males from Somalia were typed for the Y-chromosome STRs DYS19, DYS385a/b, DYS389-I, DYS389-II, DYS390, DYS391, DYS392, DYS393, DYS437, DYS438 and DYS439 with the PowerPlex Y kit (Promega). A total of 96 different haplotypes were observed and the haplotype diversity was 0.9715. The number of unique haplotypes was 71 while the most common haplotype was observed 24 times.     

Y-chromosome STR haplotypes in Danes

A total of 185 unrelated Danish males were typed for the Y-chromosome STRs DYS19, DYS385a/b, DYS389-I, DYS389-II, DYS390, DYS391, DYS392, DYS393, DYS437, DYS438 and DYS439 using the kits PowerPlex Y (Promega), ReliaGene Y-Plex 6 and ReliaGene Y-Plex 5 (Reliagene Technologies). A total of 163 different haplotypes were observed and among these, 144 haplotypes were unique. The gene diversity was 0.9985. In DYS392, a variant allele migrating as a 10.2 allele was observed. Sequencing of the allele showed a deletion upstream the repeated area.     

Y-chromosomal STR haplotypes in Inuit and Danish population samples

Nineteen Y-chromosomal short tandem repeats (STRs), DYS19, DYS389-I, DYS389-II, DYS390, DYS391, DYS392, DYS393, DYS385, DYS388, DYS434, DYS435, DYS436, DYS437, DYS438, DYS439, DYS460, DYS461 and DYS462 were typed in Inuit (n=70) and Danish (n=62) population samples.     

Norwegian Climate Policy: From Pusher to Laggard?

Initially Norwegian climate policy was very ambitious and Norway stood forth as a pusher on the international scene. Over time Norwegian policy has become more sober, stressing the need for differentiated commitments and flexible implementation. In contrast to the initial enthusiastic phase, climate change policy has been increasingly seen in pragmatic economic terms. Still, Norway is no laggard, as it has shown more willingness to pay for abatement measures than many other countries.     

PARENTS BEYOND CONFLICT

This article describes a parent education program for high-conflict families in the Multnomah Country Circuit Court, Portland, Oregon. The method emphasized an educational approach teaching conflict resolution skills. This course was rooted in the tenets of cognitive restructuring: if parents think differently about the other parent and their shared task of raising their children, they will feel differently, and they will act differently. The authors beleived many of the difficulties between parents were caused by the negative perception of the other parent created during the spousal relationship. They also believed the key to successful co-parenting is to reframe these perceptions emphasizing cooperation and joint problem-solving. Furthermore, they believed as the cooperation and joint problem-solving improvement would have a positive, reinforcing effect. Finally, the authors believed parents must learn to separate conflict in the spousal role from conflict in the parenting role.     

Symposium on Implementing Public Policy: Learning from Theory and Practice

The initiative for this symposium issue arose out of a series of five ESRC seminars called 'Implementing Public Policy: Learning from Each Other'. The aim of the seminars was to revitalize interest amongst public policy researchers about implementation studies, to advance the development of ideas about public policy implementation and to assess the relevance of academic models of public policy implementation to those who deliver public services.     

Employee Perceived Effect of Leadership Training: Comparing Public and Private Organizations

This study reports on the effectiveness of a year-long field experiment involving training in transformational and transactional leadership in the public and private sectors. Using before and after training assessments by employees of several hundred Danish leaders, the analysis shows that transformational leadership training is associated with increases in behaviors linked to both transformational leadership and the use of verbal rewards, but only for public sector organizations. There is no impact in private sector organizations. Transactional leadership training appears to be equally effective in stimulating the use of pecuniary rewards in both public and private organizations.