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Although anger is a primary emotion and holds clear functional necessities, the presence of anger and its behavioral manifestations of aggression/violence can have serious emotional, health, and social consequences. Despite such consequences, the construct of clinical anger has to date suffered from few theoretical and treatment advancements and has received insufficient research attention. Thus, the purpose of this article is to introduce the Anger Avoidance Model, which is a new conceptualization of clinical anger and its behavioral manifestations. The Anger Avoidance Model suggests that among anger patients, a chronic early aversive history leads to information processing biases and emotion regulation deficits, which in turn result in intense efforts to avoid the experience of anger. This avoidance takes the form of hostile rumination (cognitive avoidance) and aggressive and violent behavior (behavioral avoidance). This model holds clear implications for research and treatment of this challenging clinical phenomenon. (Contains 1 figure and 1 table.)

While traditional cognitive-behavioral skills-training-based approaches to athletic performance enhancement posit that negative thoughts and emotions must be controlled, eliminated, or replaced for athlete-clients to perform optimally, recent evidence suggests that efforts to control, eliminate, or suppress these internal states may actually have the opposite effect. Interventions based on mindfulness and acceptance suggest that internal cognitive and emotional states need not be eliminated, changed, or controlled in order to facilitate positive behavioral outcomes. Rather, it is suggested that an alternative or supplemental approach to the enhancement of athletic performance may be achieved through strategies and techniques that target the development of mindful (nonjudgmental) present-moment acceptance of internal experiences such as thoughts, feelings, and physical sensations, along with a clarification of valued goals and enhanced attention to external cues, responses, and contingencies that are required for optimal athletic performance.

The views and ideas about the serious problems with extremism in the Middle East which threatens to unseat governments and have killed plenty of innocent people in the past few years are reported. The distorted facts that the media are selling to the American public, portraying the Muslim as the enemy and the Arab as a threat is the reason behind the conflict between the USA and the Arab and the Muslim world which is driving more Muslims into the arms of extremist groups.

Since the inception of the process industries (PI), leaders of these organizations have accepted some level of fires, explosions, environmental releases, and other events as the cost of doing business and inevitable. This cultural mindset continues to this day. Real safety performance and behaviors cannot be managed or produced by corporate safety programs, while active and latent hazards go unnoticed and unaddressed. The false sense of security that these "safety programs" encourage is evidenced by the continued occurrences of large‐scale catastrophes. The dichotomy of a "safety culture" versus such events is clearly evident, yet the PI continues to focus on the same indices—all of which have little bearing on the cause of these events. Zero can be a goal, but it needs to be a realistic zero. For many organizations the mistake is not establishing Zero as a goal, the mistake is selecting the wrong Zero and then failing to support the organization in order to make Zero a reality. This paper examines the organizational policies and metrics of the PI with that of the single most reliable and safe organization in the world, which has achieved a safety record of ZERO incidents for its entire 65+ year history. [ABSTRACT FROM AUTHOR]