Portable high‐resolution automated 3D imaging for footwear and tire impression capture

The forensic science community raised the need for improved evidence recognition, collection, and visualization analytical instrumentation for field and laboratory use. While the 3D optical techniques for imaging static objects have been extensively studied, there is still a major gap between current knowledge and collecting high‐quality footwear and tire impression evidence. Among optical means for 3D imaging, digital fringe projection (DFP) techniques reconstruct 3D shape from phase information, achieving camera‐pixel spatial resolution. This paper presents a high‐resolution 3D imaging technology using DFP techniques dedicated to footwear and tire impression capture. We developed fully automated software algorithms and a graphical user interface (GUI) that allow anyone without training to operate for high‐quality 3D data capture. We performed accuracy evaluations and comparisons comparing with the commercial high‐end 3D scanner and carried out qualitative tests for various impressions comparing with the current practices. Overall, our technology achieves similar levels of accuracy and resolution with a high‐end commercially available 3D scanner, while having the merits of being (1) more affordable; (2) much easier to operate; and (3) more robust. Compared with the current practice of casting, our technology demonstrates its superiority because it (1) is non‐destructive; (2) collects more evidence detail than casts, especially when an impression is fragile; (3) requires less time and money to collect each piece of evidence; and (4) results in a digital file that can easily be shared with other examiners.     

The CSI Effect and the impact of DNA evidence on mock jurors and jury deliberations

ABSTRACT

The present research examined the CSI Effect and the impact of DNA evidence on mock jurors and jury deliberations using a 3 (Crime Drama Viewing: low, moderate, high)?×?3 (Evidence: DNA innocent, DNA guilty, no DNA control) design. A sample of 178 jury-eligible college students read a case of breaking and entering. Pre-deliberation, some support for a CSI Effect was found with high viewers’ extent of guilt ratings significantly lower than moderate and low viewers’ in the no DNA control and the DNA innocent conditions. This effect was not present for verdicts. Contrary to a CSI Effect, crime drama viewing was not related to guilt judgments with incriminating DNA evidence. A content analysis of comments made during deliberations found little support for the CSI Effect entering the jury room. Specifically, CSI Effect predictions were not supported when examining the discussion of DNA evidence, expressing DNA opinions, or mentioning missing evidence. Overall, the limited CSI Effect found for individuals was attenuated during deliberation. The alarm raised over a possible CSI Effect influencing jury decision making may be unwarranted.     

From the curriculum to the classroom: The urgent need for preservice human rights teacher education in the United States

Abstract

Despite recent progress made by the human rights education movement in the United States to bring human rights education into curriculum standards, textbooks, and classrooms, preservice and in-service teachers have few opportunities to receive human rights education themselves. I argue that future teachers urgently need to receive preservice human right teacher education for a number of reasons. First, social studies curriculum standards in forty-two US states include human rights standards (Advocates for Human Rights 2016). Second, human rights education allows learners to engage with the human rights framework and gain skills to advocate to end human rights violations. Third, for human rights education to be effective in ending human rights violations, teachers must teach in a way that can help to dismantle oppression rather than perpetuate it. Thus, teacher educators must implement preservice human rights teacher education thoughtfully. I address challenges to, critiques of, and recommendations for implementation. Following this, I build on these ideas with my own recommendations for implementation. These recommendations are based on interviews I conducted with members of Human Rights Educators USA, a national volunteer network of educators and advocates who promote human rights education in the United States (HRE USA 2018).     

The erosion of the administrative state under President Trump: Citizens' pushback against individual and institutional racism

President Trump encouraged bad state actors within the administrative state to contribute to inequities for civilians. We highlight how Trump's actions and rhetoric led to increased individual, institutional, and systemic racism and violence. As a response to this increased violence and rhetoric, we discuss the role civilians (including professional athletes) played in engaging in protests and the 2020 election. Given that more individuals voted in that election cycle, we emphasize the importance for public administration to adapt, evolve, and engage with new actors concerned with administrative action or inaction.     

高频超声检查在周围神经损伤鉴定中的应用价值

目的探讨高频超声检查在周围神经损伤鉴定中应用的价值。方法收集38例锐器伤、钝挫伤、骨折及撞击造成的单侧肢体外伤病例,应用东芝Aplio 500型彩色多普勒超声诊断仪进行高频超声检查,将其特征性表现与30例正常周围神经的高频超声图表现进行对比分析。结果经高频超声检查,确诊38例周围神经损伤中发生于颈部5例、下肢5例,上肢27例(肘部以上3例、以下24例)。损伤类型包括卡压性损伤8例、创伤性神经瘤28例、神经完全断裂2例。特征性表现为:卡压性损伤神经受压处变细,近端神经节段性增粗;创伤性神经瘤与神经干相连的梭形增粗段,增粗段神经外膜的线性强回声中断,内部回声紊乱;神经完全断裂表现为神经外膜强回声线与神经纤维低回声束完全中断,断端两侧均呈梭形瘤样改变。结论高频超声能够明确周围神经损伤类型及发生节段,可为法医学人体损伤程度鉴定提供有价值的参考依据。     

Some models of academic corruption

The paper notes that while much work has been done in the past on corruption in government and business, relatively little attention has been devoted to corruption in academic institutions. The principal forms of academic corruption are plagiarism and various forms of cheating, research fraud and financial fraud. Two simple mathematical models are proposed for exploring the motivations for (1) plagiarism, which is essentially a solitary crime, and (2) bribery. The responsiveness of the demand for the first of these, and the demand for and supply of the second to changes in underlying parameters are explored.     

Management 2000

Public Management 2000 will need to do much more if it is to perform more effectively in an increasingly difficult and challenging environment likely to emerge in the next decade. To make any appreciable difference, it must prepare itself now by internationalizing public service attitudes, adapting to the changing role of the state in society and assimilating the new public managerialism which is beginning to take hold in Western countries. Furthermore, it needs to be much less tolerant of public maladministration, it must improve its public relations image, and it should strengthen its commitment to public service. Above all, public managers must take their own professional commitments more seriously and their professional associations must play a bigger role in promoting better performance. But integrating science and practice will be worthless without professional integrity. Otherwise, Public Management 2000 will just follow Business Management 2000 and remain the poor relative doing an inferior job.

Public managers will look back on the 1980s with some nostalgia. Compared with the numerous challenges that will confront them long before the year 2000, the past decade will appear in retrospect to be a rather peaceful period of adjustment. True, they had to cope with a severe crisis in the downturn of public resources, the quest for external funds and internal economies, the demand for privatization and the divestment of state monopolies, and pressure for improved public sector productivity. In some parts of the world they had acute problems of political instability, civil war, insurrection, economic paralysis, foreign intervention and institutionalized corruption.

Those who look to the 1990s for relief have not had much cause for optimism. The new decade did not begin well. Two specific events stood out. One was the collapse of bureaucratic centralism and the disinte-gration of the East Bloc, presenting an ideological challenge to the Left when the ground was virtually cut from under its feet. The other was yet another Middle East crisis threatening world energy reserves, military confrontation and international intervention that changed the rules of the former world order.

Another ominous trend was the corruption revealed in the transaction of public affairs all around the world, ranging from the stock market scandals in the United States and Japan to illegal international trade in narcotics and armaments, from the collapse of unworthy banking houses to the kleptocracy of dictators. These undermined public confidence in public institu0tions and revealed how government and public admini-stration could not be trusted to protect public interests. Managerialism cannot do much against greed. As Scott and Hart conclude⁽³⁾:

Greed appears to be the hallmark of our times, when corporate raiders loot perfectly sound companies or raid government programs for no other reason than that they are there to be looted and raided. ⁽³⁾

All these problems crowd in on public management and make managing the public's business much more difficult and uncertain.

The 1990s will be volatile and no doubt there are more startling events in store as the world heads into the 21st century. Nothing can be taken for granted any more; there are few givens. Only brave or foolish persons can claim to predict the future, and they are likely to be wrong. Like everyone else, they will be caught off guard by any number of surprising and unexpected happenings, beyond current imagination. The only certainty is that the future will not resemble the present; it will not be a mere continuation of the past. Public sector managers more so than their private sector counterparts will just have to be ready for anything, particularly the hidden twists and turns and cope the best they can in the circumstances. But there is a world of difference between facing the future blind and ignorant or aware and wise (or at least clued-in) and perhaps prepared. If they do not start preparing themselves now, they will certainly be unprepared by the year 2000. One thing is clear -- unless public managers take themselves more seriously, their future will be determined largely by others and that usually means following the business route.