What to Do About Slime Flux (Bacterial Wetwood)

Most everyone has seen these symptoms in a tree at some point: an oozing, weeping spot in the bark of the tree, often near a crotch or pruning scar, but sometimes just appearing randomly. The elm trees that line boulevards in many communities are a prime place to spot these wet, slimy weeping spots, but a number of other trees can also exhibit the symptoms.   Bacterial Wetwood or Slime Flux This familiar symptom is associated with  bacterial wetwood  or slime flux disease. This disease is  a major cause of rot in the trunks and branches of hardwood trees. Slime flux is caused by a bacterial infection in the inner sapwood and outer heartwood areas of the tree and is normally associated with wounding or environmental stress, or both. In elm trees, bacteria  Enterobacter cloacae  are the cause of slime flux,  but numerous other bacteria have been associated with this condition in other trees, such as willow, ash, maple, birch, hickory, beech, oak, sycamore, cherry, and yellow-poplar.  These similar bacteria include species of Clostridium, Bacillus, Klebsiella, and Pseudomonas. In an infected tree, these bacteria feed and grow inside a tree wound and they use tree sap as their favorite source of nutrients. Symptoms of Slime Flux A tree with slime flux disease has water-soaked patches and weeps from visible wounds and sometimes even from healthy-looking bark. The actual weeping from the patch may be a good sign, as it is allowing for a slow, natural draining of an infection that needs a dark, damp environment. In the same way  that an infection in an animal or person is relieved when the wound drains, a bole (trunk) infection in a tree is helped when drainage occurs. A tree with this form of bole rot is trying its best to compartmentalize the damage.​ The attacking bacteria in a slime flux infection alters wood cell walls, causing moisture content of the wood to increase to the point of injury.  Slime flux is identified by dark liquid streaks running vertically below an injury and a foul-smelling and slimy seepage running down the bark.  Chemically, the weeping liquid is actually fermented sap, which is alcohol-based and toxic to new wood.   Treatment for Slime Flux Disease For many years, experts advised that  holes drilled in a tree could allow gases and liquids to drain from an area of slime flux rot. More recently, several United States Forest Service reports advise against this practice. It is now thought to further spread the bacteria.  There is still some debate about this practice, but the consensus now is to refrain from drilling holes.   In reality, there are no active measures to effectively treat the bole rot caused by slime flux disease. As determined by the late Dr. Alex Shigos research, the best current advice is to maintain the trees overall health so that the tree can isolate the spot and grow good wood around the diseased portion. Affected trees will usually overcome the problem themselves and seal off the damage. Avoid Insecticide Use Another common treatment that really has no benefit is the use of insecticides applied in the hopes of preventing the rot from spreading within the tree. The impetus to trying this treatment stems from people noticing insects feeding on the rot. It should be remembered, however, that the insects have not caused the disease nor do they spread it. There is even some opinion that by removing the decaying wood, insects may actually help the tree. Spraying for insects in an effort to cure slime flux is a waste of money and may actually perpetuate slime flux disease.   Preventing Slime Flux Disease The basic control for slime flux disease is prevention. Avoid wounding the tree and make sure to plant trees in locations where there are no stresses from urban soil compaction, such as walking and vehicle traffic. Trim away broken, torn branches promptly.   Remember that a healthy tree will usually overcome slime flux. If you keep your trees healthy in other ways, they almost certainly will overcome a bout of slime flux disease.

A Brief Note On Confirmed Cerebrovascular Accident ( Cva )

To assess this patient who has a confirmed cerebrovascular accident (CVA) due to right middle cerebral artery occlusion, a formal measure that can be utilized is the Ross Information Processing Assessment – Geriatric, Second Edition (RIPA-G:2). The RIPA-G:2 is used to assess the geriatric population and can classify, define, and measure their cognitive-linguistic deficits (Fogle Ross-Swain, 2012). The RIPA-G:2 is a valid assessment measure due to its high reliability and validity (Fogle Ross-Swain, 2012). This assessment includes seven subtests, which incorporate immediate memory, temporal orientation, spatial orientation, recalling general information, situational knowledge, categorical vocabulary, and listening comprehension (Fogle Ross-Swain, 2012). The connectionist model describes the different areas of the brain and how they process particular types of information (Brookshire McNeil, 2015). We have a greater understanding of left hemispheric damage. For example, if an individual has damage to their posterior-inferior third frontal gyrus of the left hemisphere, they will present with Broca’s aphasia, which evidences as motor planning deficits. While scientists and researchers have a general understanding of what the right hemisphere is responsible for, we have yet to understand specific areas precise responsibilities. Generally, we recognize the right hemisphere is responsible for behavior and cognition, perception, recognition and expression, attention, andShow MoreRelatedHesi Practice31088 Words   |  125 Pagesbirth control pills. C. Not everyone who has the virus gives birth to a baby who has the virus. D. I ll need to have a C-section if I become pregnant and have a baby. 99. When assessing a preschooler who has sustained a head trauma, the nurse notes that the child appears to be obtunded. Which of the following denotes the child s level of consciousness? A. No motor or verbal response to noxious (painful) stimuli. B. Remains in a deep sleep; responsive only to vigorous and repeated stimulation

Unleashing the Vortex of Marketing Free Essays

Basically, marketing revolves around the vortex of financial gain mixed with the never ending maze of public relation skills and forecasting methods.   In first sight, it may sound easy to have a product sold on the market—but on real issues and basis on testimonies from those who are under the schema of marketing and commerce, the challenge comes in a full turn of abilities and finesse.   Perceivably, an individual who does not possess the skill to persuade and create a dimension of intellectual connection over the consumers, then it may be evaluated as an employer or a producer with empty pockets and shallow hands. We will write a custom essay sample on Unleashing the Vortex of Marketing or any similar topic only for you Order Now The world of commerce is vast and vague; one who does not get a ticket to the â€Å"clear† vision on that field will eventually end up on the banquet with rugged clothes, per se.   In further illustration, marketing is like a â€Å"battle of tycoons† the targets are on the center—the consumers—and the probability of having that â€Å"target† get on one’s sleeve is to outweigh all the other players of the realm—consequently a hard task since there are those who may be as competent as you are or rather one’s product is highly focused by the consumer in some instance. Moreover, the idea that every customer is in different markets at different times and different places is not as heretical as it initially might sound. For instance, newspaper publishers have long recognized that most of their customers have more leisure time on Sundays to read the paper and accordingly have filled that edition with a greater number and wider variety of stories. Similarly, airlines, hotels, and car-rental companies find that the desires of their clients differ greatly depending on whether they are traveling for business or for leisure—and differ yet again when they combine the two. One executive at a major airline remarked, â€Å"We’ve even found that the needs of business travelers differ depending on whether they are going to or coming from a meeting.† In the apparel industry, a given customer could be in the market for casual wear at one time and for business attire at another (Vitale, 1998). Reference Vitale, J. G. (1998). There’s a Customer Born Every Minute: P.T. Barnum’s Secrets to Business Success. New York: AMACOM Books.       How to cite Unleashing the Vortex of Marketing, Essay examples

Include Overall Biasness Towards Confidenceâ€Myassignmenthelp.Com

Question: Discuss About The Include Overall Biasness Towards Confidence? Answer Introducation Power and over-confident decision-making are directly related to each other because often leaders in power take decisions without enquiring and taking advice. Thinking that they have enough experience and this leads to devastating results (Bratteteig and Wagner, 2012). The case of BP in 2009 is well known to everyone where overconfidence leads to the massive destruction in underwater. Oil was well located in the Gulf of Mexico which has potential risk associated with it, but the executive of BP confidently down played it. However, months later, an oil rig exploded which killed 11 workers and resulted in massive oil leak which reached to thousand miles underwater. This disaster could have avoided by taking safety precautions but the overconfidence of the executive who was in power, lead to this devastation. Therefore, it is said that power is generally co-related with the over-confident decision-making. Furthermore, this report describes the decision-making the process by power-holder s over utilizing their experience. Basically, the present report describes how power can fuel up overconfidence which may result in bad decision-making by people in leadership positions (Tzeng and Huang, 2011). Moreover, the researcher has also pointed to a fundamental truth of the business world that decision-making can be hindered by unconstrained power and this is also applicable for a political leader as well and is not limited to only business leaders. The three articles revolve around power and decision-making process and describe the nature and decision-making process of a human being. Therefore, these three articles can be named as human psychology. Moreover, this project report demonstrates the link between the effect of power and the humans thought process. From this report, one can get information regarding the decision-making done by the power holders in overconfidence. Moreover, this assignment has been well-structured which will help the reader in getting the idea behind it (Cobb, 2016). Further, the report describes the summary of all the three articles and its analysis in deep. Furthermore, comparison of articles has been done on the basis of their key similarities and key differences. Along with that, on the basis of analysis, conclusion has been drawn of this topic. Article Summary There are basically three articles which have been analyzed in this report. The journal of these three articles is organizational behavior and human decision process in which first article is on Power and overconfident decision-making which have been written by Nathanael J. Fast, Niro Sivanathan, Nicole D. Mayer and Adam D. Gallinsky. Second is on Overconfidence: It depends on How, What, and Whom you ask which have been written by Joshua Klayman, Jack B. Soll, Claudia Gonzlez-Vallejo, Sema Barlas. Lastly, the third article is written by Kelly E. See, Elizabeth W. Morrison, Naomi B. Rothman, Jack B. Soll: The detrimental effects of power on confidence, advice taking, and accuracy. First article which is on Power and over-confident decision-making basically describes the five experiments which have been done for demonstrating the fact that experiencing power may lead to making of overconfident decisions. This article has used multiple instances which prove the above stated fact. These instances are of power including episodic recall task which have been elaborated in experiments 1-3, then a measure of work related power have been described in experiment no. 4 and lastly, assignment to high and low power roles have been demonstrated in experiment no. 5. Moreover, explanation has been made about the power which can produce overconfident decisions and those decisions would generate monetary losses to the powerful. Moreover, this article has also demonstrated the central role which the sense of power plays in producing these decision-making tendencies. Moreover, in this article, experiments have been done and for the first experiment, sense of power has been tested and not mood and that has mediated the link among power and overconfidence. Then think link was served when access to power was not salient to the powerful and lastly it was experimented when the powerful were made to feel about the incompetency of their power. In second article, overconfidence has been described where overconfidence can occur depending upon how, what and to whom powerful person has asked about. It has been analyzed form the first article that the confidence which people have in their judgment often exceeds their accuracy and that overconfidence always get increase with the difficulty of task. However, there are certain analysis which has surprised the systematic psychological effects with statistical effects and that are inevitable in case judgments are not perfect. Thus, three experiments have been done in this article which has separated the systematic effects from the statically inevitable. Moreover, the article still describes the systematic differences between confidence and accuracy which include overall biasness towards overconfidence. Moreover, this article also explains the stable individual differences which describe some people, some domains and certain types of judgments are highly prone to overconfidence. The third and the last article have been written on the detrimental effects of power on confidence, advice taking and accuracy. It is rightly said that to incorporate input from others can enhance decision quality; however, there are many people who do not effectively utilize it. For this aspect, this article investigates relationship across 4 studies and that are; a field survey in which working professionals are asked to rate their own power and confidence and that were rated by coworkers on their level of advice taking; an advice taking task was one in which power and confidence were self-reported; and lastly two advice taking task was conducted and in that power was manipulated. These results consistently showed negative relationship among power and advice taking. Moreover, fourth study also revealed the fact that higher power participants were less accurate. Therefore, it can be concluded form this study that most powerful decision maker can be least accurate. Article Analysis There are three articles which need to be analyzed in this report in order to gain an insight about the topic in a more precise manner. Furthermore, the topics for this analysis revolve around power and overconfident decision-making. Moreover, these three articles have done experiments in their study where they have found out that often power leads to overconfident decision-making which result in massive destruction. Powerful leader always overrate their confidence and take decision without seeking advice from others thinking that they are the most experienced decision maker (Zhou, Chen and Liu, 2012). However, this leads to devastating outcome. Moreover, the article has described this study in a very well manner and also defined how power and overconfidence is interlinked with each other. In first article, author has done 5 experiments for finding out the link between power and overconfident decision-making and with these 5 experiments author has demonstrated that power often leads in making overconfident decisions. In this article, author has used real life instances of power by including an episodic recall task, a measure of work-related power and assignment to high and low power roles. Furthermore, the author has provided enough theories to support his arguments which states that powerful perform always tend to take overconfident decisions. Along with that, proper calculation of mean and median has been done while doing experiments. It can be said that the proper calculations used in these experiments can be considered as its strength. The reason is that, it describes the linkage between power and overconfident decision-making. However, in this article, the author lacked in providing the clear information that is there every person in power do the same mistake or t here are certain exceptions available in this field as well. Therefore, it can be regarded as the weakness of the article (Liao and et.al., 2011). In second article, which is completely written on overconfidence and in that author has described about the dependency of it on how, what and whom the powerful person has asked to. It can be analyzed from this article that author has very well demonstrated the meaning of overconfidence and when it generally occurs. Author has also descried that certain analysis have astonished systematic psychological effects with statistical effects that are unavoidable if judgment is not done in a perfect way. Moreover, author has done three experiments in this article using new methods in order to separate systematic effects from statistical effects. Moreover, author has also described the outcomes which have been generated through three experiments in a proper manner so that reader can get insight about the subject in clear way. However, author lacks in linking this fact with any previous theory which cannot make it authentic. Moreover, third article has been written over the detrimental effects of power on confidence, advice taking and accuracy. In this author has defined that how decisions can be made accurate if taken advice from others but often people lack at it. Further, author has conducted 4 studies to identify the relationship between power on confidence and advice taking. Through these studies, author has calculated results for proving this fact and that has been elaborated using good real life instances. Furthermore, author has also demonstrated of all the four studies separately (Fast and et.al., 2012). Moreover, through his study, author has proved that power can worsen the tendency for people to overweight their own initial judgment and most powerful decision makers could also be the least accurate. However, the author has not linked his studies with prior theories and that is what is lacking in this article. Article Comparison Three articles have been analyzed above and it has been found that there are certain similarities as well as certain differences exist among three articles. Three articles can be compared on the basis of similarities and differences. Thus, key similarities and key differences have been mentioned as below: Similarities All the three articles revolve around the same topic that is power and overconfident decision-making. In all the three articles, author has mentioned the thought process of humans and how it gets affected when the person is in power. Experiments have been conducted in all the three articles in order to prove the main topics of the articles. Three articles reveal the truth that often powerful people tend to take decision in overconfidence and due to which devastating outcomes come. Moreover, they do not take advice due to their overconfidence and human tendency which results in disaster. Differences Two articles has done experiments for finding out their results, whereas, one article has carried out studies for identifying their solution. Secondly, one article has linked its solution with previous theories; however, other two articles havent done so. One article describes only overconfidence and does not provide the insight that only powerful person do this in overconfidence. On the other hand, other article states that people in power mainly do such thing. Conclusion From the above report it can be concluded that all the three articles basically discuss about the decisions taken in overconfidence can worsen the situation and it results in heavy losses for both decision maker and for the organization (Bruine de Bruin, Parker and Fischhoff, 2012). Moreover, experiments done in three articles have resulted that feeling of being powerful often exacerbates overconfidence and due to this decision maker never takes advice before making decision and this leads to the devastating outcomes. Along with that, by doing comparative analysis, it has been found out that there are certain similarities as well as differences between all three articles. Recommendations Organizations must analyze the complete organizations and finds out that people in power are following this tendency or not. Company must educate the people about this fact and provide training to them to avoid such decisions. This will help in creating awareness inside the organization and worsen outcomes can be avoided by adopting such practice. For this, company can encourage more of brainstorming sessions, group discussion, meetings, etc. A team should be made in charge who check all the decisions before implementation so that it can assessed that it has been taken whether in overconfidence or by taking advice. This will avoid destructive outcomes. References Bratteteig, T. and Wagner, I., 2012, August. Disentangling power and decision-making in participatory design. InProceedings of the 12th Participatory Design Conference: Research Papers-Volume 1(pp. 41-50). ACM. Tzeng, G.H. and Huang, J.J., 2011.Multiple attribute decision-making: methods and applications. CRC press. Cobb, J.A., 2016. How firms shape income inequality: Stakeholder power, executive decision-making, and the structuring of employment relationships.Academy of Management Review,41(2), pp.324-348. Zhou, L., Chen, H. and Liu, J., 2012. Generalized power aggregation operators and their applications in group decision-making.Computers Industrial Engineering,62(4), pp.989-999. Liao, R. and et.al., 2011. An integrated decision-making model for condition assessment of power transformers using fuzzy approach and evidential reasoning.IEEE Transactions on Power Delivery,26(2), pp.1111-1118. Fast, N.J. and et.al., 2012. Power and overconfident decision-making.Organizational behavior and human decision processes,117(2), pp.249-260. Bruine de Bruin, W., Parker, A.M. and Fischhoff, B., 2012. Explaining adult age differences in decision?making competence.Journal of Behavioral Decision-making,25(4), pp.352-360.