Leadership issues

This is a leadership issue, and therefore it is the responsibility of all leaders who desire to improve the quality of life for every human being (and the planet itself). We need the commitment from society as a whole, in conjunction with a plan (to be followed up with real action), in order to bring the hydrogen economy to the next level. 

The recent Texas City and Buncefield incidents have moved industry and regulators beyond the pure science and engineering responses to develop ways to prevent a recurrence. They have caused us to also critically examine the leadership issues associated with delivering what has to be excellent operation and maintenance of high-hazard processes. 

Nevertheless, an environment that frequently generates low-severity events—be they inconsequential medical errors or minor employee injuries—harbors systems, cultural, and leadership issues that can (and eventually will) generate high-severity events as well. It would be a serious mistake to disregard the fact that frequent low-severity events indicate the potential for high-severity events. Certain kinds of low-severity events are distinguished from sentinel events only by good fortune. 

Per-Olov Lowdin established both the Quantum Chemistry Group at Uppsala and the Quantum Theory Project at Gainesville through his personal and scientific stature and he was unquestionably the Director of both operations. Several prominent scientists were invited during the first years to be Associate Directors and to maintain the spirit when "the Force" was absent. Yngve Ohrn was invited to join the faculty at Florida as Associate Professor in 1966 and he chose to become a member of the Quantum Theory Project. He assumed the Associate Directorship of the Quantum Theory Project in 1967 and proved quickly to have the qualities that allowed him to deal effectively with the university administration at all levels as well as with issues within the rather diverse and extensive body of scientists and students of the Project. Fairness, compassion, and persistence are words that come to my mind when I characterize Yngve s leadership. 

In addition to coordinating information, this source could also spearhead related efforts, such as those proposed in the National Safety First Initiative. In these such initiatives, the basic premises involve issues related to safety criteria, verification standards, follow-up standards, and safety leadership standards (Golodner, 2002 Kapuscinski, 2002). 

The keystone of managing chemical reactivity hazards is line responsibility. The "line" referred to here is the chain of command and authority that extends from the operator to the chief executive officer of the company. When all the advice and consultation is gathered relative to an issue, such as from relevant area experts and safety personnel, it is the business responsibility to provide leadership. It does so by communicating values, setting policy, making appropriate decisions, allocating the necessary resources, and following up to ensure implementation. 

Despite Germany s surrender, Japan continued to resist the unconditional surrender demanded by the Allied Forces. Knowing that the U.S. would shortly have enriched uranium and plutonium bombs ready for use enabled Truman to avoid extending Japan an offer of surrender that allowed the Emperor to continue to rule. On July 26, 1945, the Potsdam Declaration was issued via radio to Japan. President Truman, Chiang Kai-Shek of Nationalist China, and Winston Churchill of Great Britain called on the Japanese government to proclaim now the unconditional surrender of all Japanese armed forces. The alternative for Japan is prompt and utter destruction. 4 Japanese leadership rejected the declaration on July 29, 1945. 

Under the leadership of Eli Pearce and Shalaby Shalaby, and the sponsorship of the Divisions of Polymer Chemistry and Organic Coatings and Plastics Chemistry, an entire issue of CHEMISTRY was devoted to polymer chemistry (Vol. 51, No. 5, June of 1978). Several thousand extra copies were purchased for a wide variety of... 

This book is one of many SETAC publications that offer timely, innovative, and critically-reviewed perspectives on current topics relating to broad environmental toxicology and chemistry issues. SETAC assumes an active leadership in the development of educational programs and publishes the peer-reviewed, international journals Environmental Toxicology and Chemistry and Integrated Environmental Assessment and Management. For more information, contact the SETAC Office nearest you or visit www.setac.org. 

This chapter considers issues in using this power. Particularly, it looks at how your inner and leadership powers, discussed in Chapters 2 and 3, and your more diffuse organizational powers, discussed in Chapters 6 and 7, coalesce in your overall personal power . 

Hasan Tiro was well placed to convey to the Republican leadership his view of Aceh s past and present. When the Republican vice-premier, Sjafruddin Prawinegara, moved to the Aceh capital in August 1948 to ensure the Republic had a safe base should negotiations go badly, Hasan Tiro went with him as an assistant. The young man had a hand in persuading Sjafruddin to a view sympathetic to PUSA both on the position of the imprisoned uleebalang and on the need for Aceh autonomy. He issued a decree on 17 December 1949 constituting Aceh a separate Republican Province, contrary to the tidy three-way partition of Sumatra in earlier documents. Once this conflict was over Hasan Tiro went, with Sjafruddin s help, to New York to pursue his studies and help out at Indonesia s United Nations (UN) mission (Sulaiman 1997 328). 

Once the metrics program is in place, the system and process metrics require visibility to process owners, upper management, and stakeholders. Process owners require understanding of the metrics trends, issues, and associated risks. Stakeholders must work with the process owner to identify and propose process improvement opportunities. Leadership is accountable to understand the issues and associated risks and responsibly apply resources for remediation efforts. 

Leadership s role in the process improvement proposal is to understand the issue or opportunity, understand associated risk(s), and approve or redirect a proposed action or project and provide appropriate funding and or resources. As action items and proposals are approved and initiated, the progress should be monitored on a routine basis to ensure appropriate progress is made. 

Eventually UCS leadership saw the handwriting on the wall and, long before the final resolution of the ECCS issue in 1979, had gone on to other issues. They (and the media) neglected to... 

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