Translation of dose coefficients From ICRP 53 to ICRP 80.

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.

Risky business: challenges and successes in military radiation risk communication.

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.

The impact of peer-based training on reducing radiation doses from x-ray operations in an interventional pain management clinic.

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.

Qualities of the ideal protégé.

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.

Seasons of Army mentorship and the mentoring staircase.

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.

The mentoring spectrum.

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.

Leadership wisdom.

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.

Applications of Capstone depleted uranium aerosol risk data to military combat risk management.

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.

Evolving roles of highly successful mentors.

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.

Mentoring in the Army Medical Department: advice for senior leaders.

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.