Non-traumatic forensic neuropathology

The practicing Forensic Pathologist is likely to encounter case material in which either the cause of death or a major contribution to the cause of death is underlying damage to or disease of the central nervous system. While it is good practice in many instances to have a working relationship with a Department of Neuropathology, from which advice and practical help can be sought, there may be instances when the Forensic Pathologist needs to proceed on a basis of a working knowledge of Forensic Neuropathology up to and including how to examine the specimen and take tissue blocks for processing and subsequent histological examination. Some of the more common conditions of the central nervous system such as damage consequent to hypoxia-ischaemia, hypoglycemia and epilepsy, the encephalopathies associated with altered sodium concentration, deficiency due to Vitamin B(1) and various neurodegenerative diseases that manifest as dementia and include Alzheimer's disease, cortical Lewy body disease and the prion disorders, are outlined in this article.     

CSIR 1926–1939

The Council for Scientific and Industrial Research (CSIR, later to become CSIRO) was established in 1926 to replace the pre-existing Institute of Science and Industry. Its beginning was suffused with an optimism based on surpluses in Commonwealth revenues in the years 1926–8, an optimism which was reflected in the action of the Parliament in voting the sum of ł500,000 to be placed to the credit of a Trust Fund to give the new organization a good start. This amount was the exact sum which was mentioned by the then Prime Minister, W. M. Hughes, in his burst of enthusiasm, in December, 1915, when he first launched the Advisory Council of Science and Industry.     

Methodological Considerations in Pretrial Publicity Research: Is the Medium the Message?

Two methodological issues within the pretrial publicity (PTP) literature were examined in the present experiment: the effect of emotional versus factual PTP and the effect of presenting PTP through different media. Emotional and factual PTP were constructed that differed in level of emotionality, but produced the same degree of bias. The PTP was presented in either a videotaped or written format. Although there was a significantly biasing effect of PTP overall compared to a control condition, no significant difference was found either between factual and emotional PTP or between video and written PTP.     

Dancing To Whose Tune? Change And Investigations In Hm Customs And Excise

The public sector has been subject to significant organizational and cultural change in the past two decades. The purpose of change has been the cost-efficient and cost-effective delivery of public services and functions. The process of change has been concerned with the best means to do this, whether in structural, cultural and procedural terms. Without careful determination of the services and functions from the onset, the process, however, can become an end in itself, reflecting the comments of the Head of the Civil Service when he said that he did not know the final shape of the civil service on the grounds that ‘it is not unusual . . . for an organisation in the process of evolution not to know what its final state will be’ (Dynes and Walker 1995, p. 99). Where an organization has assumed its core functions are clearly defined and understood but where they are not explicitly used to provide the purpose to shape and direct the process of change, that process may be influenced more by generic external imperatives on structural, cultural and managerial reform that developed from the 1988 Next Steps report than by the organization’s core functions. The article questions assumptions that, by itself, an emphasis on the former will facilitate the performance of the latter. It suggests that the process of challenging culture and structure may have adverse consequences until the purpose of change and the functions of the organization are used to shape and inform the process. It looks at the impact of the process of change on a core organizational function in one large government department that has undergone significant change – major investigations within HM Customs and Excise. It considers that change may be, to use the idiom of earlier research into change and the department, partly about teaching organizations to dance the Next Steps, and partly about ensuring that they keep dancing, but it is also about teaching departments that dancing is best done to tunes that inform the steps.