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Results of a feasibility study for the use of the Q-band EPR measurements of fingernails are presented. Details of the first protocol developed for Q-band (34 GHz) EPR dose measurements in fingernails and preliminary results of a dosimetry study in comparison with the commonly-used X-band (9 GHz) are reported. It was found that 1e5 mg sample mass was sufficient for EPR measurements in fingernails in the Q-band, which is significantly less than the 15e30 mg needed for the X-band. This finding makes it possible to obtain sufficient fingernail sample for dose measurements, practically from every finger of any person. Another finding was that the spectral resolution of the mechanically-induced signal (MIS) and radiation-induced signal (RIS) in the Q-band was significantly better than in the X-band. The RIS and MIS in the Q-band spectrum have a more complex structure than in the X-band, which potentially offers the possibility to do dose measurements in fingernails without treatment and immediately after clipping. These findings and recent results related to fingernail dosimetry in the Q-band and its perspectives are discussed here. Published by Elsevier Ltd.

The effective dose coefficients tabulated in Publication 80 of the International Commission on Radiological Protection (ICRP) for the radiopharmaceuticals addressed earlier in ICRP Publication 53 are based on the tissue weighting factors of ICRP Publication 60. Presumably these values are derived from the tissue dose coefficients tabulated in Publication 53; however, no details regarding their derivation are provided. The tissue weighting factors of Publication 60 explicitly address tissue for which no dose coefficients were tabulated in Publication 53; for example, esophagus and a number of tissues comprising the remainder. In the absence of guidance, the authors have defined a set of rules for the translation and have undertaken an effort to derive the effective dose coefficients of Publication 80 starting with the organ/tissue dose coefficient of Publication 53.

This chapter addresses the evolving field of radiation pathology. The context for this is the extensive research in the literature describing pathologic lesions secondary to clinical irradiation as well as in light of the recent nuclear accident in Japan, coupled with the body of research associated with the many historical situations involving accidental or malicious release of ionizing radiation. The chapter approaches the subject in a biologically systematic fashion with an emphasis on the histopathological lesions incurred from acute and chronic irradiation, as well as viewed from the standpoint of immediate versus late effects. Furthermore, the chapter addresses the pathological effects of UV irradiation as well as the role of hyperthermia as both a treatment modality and an etiology in cases of combined injury from a nuclear accident.

Given the general public's overall lack of knowledge about radiation and their heightened fear of its harmful effects, effective communication of radiation risks is often difficult. This is especially true when it comes to communicating the radiation risks stemming from military operations. Part of this difficulty stems from a lingering distrust of the military that harkens back to the controversy surrounding Veteran exposures to Agent Orange during the Vietnam War along with the often classified nature of many military operations. Additionally, there are unique military exposure scenarios, such as the use of nuclear weapons and combat use of depleted uranium as antiarmor munitions that are not found in the civilian sector. Also, the large, diverse nature of the military makes consistent risk communication across the vast and widespread organization very difficult. This manuscript highlights and discusses both the common and the distinctive challenges of effectively communicating military radiation risks, to include communicating through the media. The paper also introduces the Army's Health Risk Communication Program and its role in assisting in effective risk communication efforts. The authors draw on their extensive collective experience to share 3 risk communication success stories that were accomplished through the innovative use of a matrixed, team approach that combines both health physics and risk communication expertise.

The purpose of this paper is to describe the measurement and characterization of the radiation exposure to the staff, patients, and the general public as a result of the operation of an interventional pain management (IPM) clinic, as well as the effectiveness of a peer-based fluoroscopy training program to keep doses as low as reasonably achievable (ALARA). During the last decade, pain management has evolved into an essential part of patient care. IPM, a subfield of pain management, uses fluoroscopic imaging in its procedures. As a result, there are 3 separate populations who could possibly receive exposure to ionizing radiation as a result of an IPM radiographic procedure: staff, patients, and the general public. Staff doses, as well as doses to the general public, are easily measured with radiation dosimetry. Conversely, it is very difficult to characterize the radiation dose to a patient during a fluoroscopic procedure and realistically it is not possible to measure patient dose directly. However, it is plausible to infer relative patient exposure from direct measurement of the physician s dose. The most common and practical way to measure the dose to members of the general public is to monitor the ambient radiation levels within a medical treatment facility and extrapolate these measurements to the general public. Ultimately, the goal is to maintain all doses (patient, physician, and the general public) using the ALARA principle. Using a Panasonic thermoluminescent dosimetry system, it was determined that a peer-based fluoroscopy training program effectively reduced the cumulative dose to clinic staff by approximately 50 percent. It was also determined that the standard building materials used in our facility provide enough shielding to keep doses to members of the general public below acceptable limits.

This article was written groom mentors, old and new, by identifying the evolving roles that highly successful mentors in order to share wisdom with their protégés. First aspiring mentors need to become subject matter experts in their profession by achieving the relevant benchmarks of mastery in their career fields. Next, they must win the coveted role of respected leader by being trustworthy and putting the development of others first. The mastery of knowledge and earning of respect must also be balanced by genuine humility if the mentor is to be effective in sharing what he or she knows. Highly successful mentors are teachers, plain and simple, and they are most effective in this role when they have a deep passion for teaching. By properly using reflection, adroit mentors look back upon their many adventures and carefully select critical stories to share with their protégés. While outstanding mentors have a lot to say, they need to spend most of their time listening to those they mentor to ensure that they understand their protégés' individualized needs and goals. To help protégés through the setbacks and disappointments that can accompany an Army career, high-speed mentors need to don the role of optimistic cheerleaders, encouraging those they mentor and restoring hope. Once a striving mentor has finally reached the summit of mentoring and is a trusted counselor, he or she must continue to nurture and protect this fragile, but most influential role. Lastly, great mentors need to be consummate students of both their profession and mentoring so that they remain vital and responsive to those they mentor. In closing, it is hoped that by considering and embracing these evolving roles, dedicated students of mentoring will derive a deeper satisfaction and have greater success in this critically important leadership responsibility.

The purpose of this article is to provide suggestions about mentoring for the senior AMEDD leadership that I have gleaned through ongoing research and personal experience, as both a mentor and a protégé. Key points include resisting the temptation to initiate mandatory mentoring that forces junior and senior officers into mentoring pairs. Since mentoring is so very important, it should be clearly articulated in AMEDD vision statements. Senior AMEDD leaders should promote and encourage mentoring whenever they can by being strong champions for mentorship and sharing their own mentoring stories. The establishment of a reward system for mentoring may inspire more senior officers to become effective mentors and show that the AMEDD truly values mentoring. Identifying critical times for mentoring in the careers of junior officers will assist in the development and retention of these future AMEDD leaders. Mentors must be trained if they are to be effective in mentoring and better prepared to develop their own personal style of mentorship. Providing resources to mentors, most notably time, is critical to ensure that mentoring opportunities are made available. Periodic feedback from those being mentored is essential to be sure that the junior officers are getting what they need. When effective mentoring is taking place, senior leaders should stay out of the way and let the process unfold. Finally, the senior AMEDD leadership should be perpetual students of the evolving field of mentoring in order to guarantee that our junior officers are being properly groomed to one day take the reins of AMEDD leadership.

The purpose of this paper is to share what I view as 10 important qualities of an ideal protégé. First, protégés must have a deep-seated love of learning that drives them to make the most out of the mentoring partnership. Next, protégés must be self-starters who take personal charge of their mentoring. Confidence is vital so that the junior officer can face the many challenges that lay ahead in any Army career. Careful risk taking is necessary so that the protégé can reach his or her greatest potential. Bouncing back from mistakes and failures is crucial for protégés, so they must be resilient. Ongoing enthusiasm is the fuel that sustains the mentoring relationship over time. By being open-minded, a protégé carefully considers all advice, including constructive criticism, that the mentor shares along the uphill path to wisdom. Remember that commitment is the very glue holding the mentoring relationship together. Also, protégés remain loyal to their mentors by always maintaining confidences. Most important, an ideal protégé is truly grateful for all the things that the mentor has done and repays that debt by also becoming a mentor. In closing, it is hoped that by developing these qualities, present and future protégés will get the most out of their mentoring partnerships and keep the age-old spirit of mentorship alive.

Becoming a good leader starts with effectively leading yourself. Good leadership flows from good followership. While leaders need to be adaptive, they need to make sure that change is actually necessary and not merely the illusion of progress. Effective juggling of leadership responsibilities requires identifying the glass balls and making sure that they do not drop. Leaders need to be visible and be out front, especially when things get rough or when they are the most perilous. Anger should never be allowed to reign and cloud a leader's judgment. Leadership is not "one size fits all," those being led are unique and, consequently, different approaches will be necessary to properly motivate followers. When considering important leadership decisions, it is advisable to seek out your own Napoleon's Corporal to be sure that your plan is sound and those who will implement it do in fact fully understand it. Genuine belief in your Soldiers is the most powerful and lasting thing that you can express as a leader. Lastly, mentoring is a solemn responsibility of leaders that must never be eclipsed by the many literal and figurative battles of the day.

The purpose of this paper is to discuss the Mentoring Spectrum, a model which helps to explain the various mentoring relationships that can occur between a mentor and a protégé. First, a senior leader can be a Role Model, setting the example for known and unknown protégés alike. Next, a superior officer can become a Preceptor and teach the protégé a specific skill or task. When mentors are Coaches, they are focused on improving the overall quality of duty performance and may also have a personal stake in the protégé's success. As an Advisor, a mentor has a longer perspective in mind and guides the protégé towards career development and professional growth. After personal trust is earned, a mentor can become a Confidant and be a sounding board for more sensitive and personal matters. Finally, a mentor can reach the summit of mentoring and become a Counselor, providing the entire range of guidance typically associated with the mentor archetype. As the Mentoring Spectrum illustrates, when the mentor gains more and more trust, he or she has more and more influence over the protégé, to include ultimately matters of a highly personal nature. It is hoped that by understanding these different mentoring relationships, mentors and protégé can select the type of partnership that is the best fit for them.

The purpose of this paper is to share 2 complimentary models for the growth and development of Army mentors, the Seasons of Army Mentorship model and the Mentoring Staircase model. During the first phase of development, Spring, a young officer starts out on the first step as a Protégé, receives mentoring, and learns self-mastery. After a decade of learning and promotion to field grade, the more experienced officer enters the Summer of his or her career and steps up to become a Mentor, mentoring protégé. With the arrival of retirement eligibility, those Autumnal officers who do not retire can take an additional step and evolve into Master Mentors who teach others how to effectively mentor. Lastly, in the twilight years of Winter, those who reach the highest level of Army mentoring can take the final step and become Grand Master Mentors, establishing a long lasting culture of mentoring that will be a fitting legacy to their leadership and example. To close, I sincerely hope that those reading this article are inspired by this discourse and strive to make the most out of their own mentor journey and reach their greatest mentoring potential, whatever that may be. I know for me personally, it has become the most satisfying accomplishment of my Army career.

Future wind tunnel test requirements are very difficult to forecast due to the uncertainties of anticipating future direction of national needs, budgetary pressures, military requirements, and evolving technology. Wind tunnel testing is anticipated to continue to provide a very significant percentage of development and validation data needed in pursuit of new technologies and systems of aerospace vehicles. While aerodynamics, propulsion, and loads development are considered mature disciplines, growing technical complexities of future air vehicle systems will stress existing wind tunnel and computational tools that currently provide the bulk of developmental data. As a result, more efficient and effective wind tunnel test facilities that provide the user with more extensive data and test capabilities will be required. The authors propose a vision of the future of testing requirements and possible next-generation wind tunnel test facilities capabilities.

Risks to personnel engaged in military operations include not only the threat of enemy firepower but also risks from exposure to other hazards such as radiation. Combatant commanders of the U.S. Army carefully weigh risks of casualties before implementing battlefield actions using an established paradigm that takes these risks into consideration. As a result of the inclusion of depleted uranium (DU) anti-armor ammunition in the conventional (non-nuclear) weapons arsenal, the potential for exposure to DU aerosols and its associated chemical and radiological effects becomes an element of the commanders' risk assessment. The Capstone DU Aerosol Study measured the range of likely DU oxide aerosol concentrations created inside a combat vehicle perforated with a DU munition, and the Capstone Human Health Risk Assessment (HHRA) estimated the associated doses and calculated risks. This paper focuses on the development of a scientific approach to adapt the risks from DU's non-uniform dose distribution within the body using the current U.S. Department of Defense radiation risk management approach. The approach developed equates the Radiation Exposure Status categories to the estimated radiological risks of DU and makes use of the Capstone-developed Renal Effects Group as a measure of chemical risk from DU intake. Recommendations are provided for modifying Army guidance and policy in order to better encompass the potential risks from DU aerosol inhalation during military operations.