scholarly journals Is Lasting Change Possible? Lessons from the Hedonic Adaptation Prevention Model

2014 ◽  
pp. 57-74 ◽  
Author(s):  
Christina Armenta ◽  
Katherine Jacobs Bao ◽  
Sonja Lyubomirsky ◽  
Kennon M. Sheldon
1994 ◽  
Author(s):  
R. S. Stephens ◽  
◽  
R. A. Roffman ◽  
E. E. Simpson

Author(s):  
Gabriela Soto Laveaga

In my brief response to Terence Keel’s essay “Race on Both Sides of the Razor,” I focus on something as pertinent as alleles and social construction: how we write history and how we memorialize the past. Current DNA analysis promises to remap our past and interrogate certainties that we have taken for granted. For the purposes of this commentary I call this displacing of known histories the epigenetics of memory. Just as environmental stimuli rouse epigenetic mechanisms to produce lasting change in behavior and neural function, the unearthing of forgotten bodies, forgotten lives, has a measurable effect on how we act and think and what we believe. The act of writing history, memorializing the lives of others, is a stimulus that reshapes who and what we are. We cannot disentangle the discussion about the social construction of race and biological determinism from the ways in which we have written—and must write going forward—about race. To the debate about social construction and biological variation we must add the heft of historical context, which allows us to place these two ideas in dialogue with each other. Consequently, before addressing the themes in Keel’s provocative opening essay and John Hartigan’s response, I speak about dead bodies—specifically, cemeteries for Black bodies. Three examples—one each from Atlanta, Georgia; Rio de Janeiro, Brazil; and Mexico—illustrate how dead bodies must enter our current debates about race, science, and social constructions. 


Author(s):  
Joshua M. Sharfstein

The first order of business in crisis management is figuring out that there is a crisis. Once a brewing crisis is recognized, health officials can organize a coherent response, limit its impact, and even make an early pivot to achieve long-lasting change. Unfortunately, spotting a crisis early is far easier said than done. It’s the rare crisis that announces itself with a phone call 12 hours in advance. Most crises go unnoticed even as clues emerge, lost in the stream of the daily activity of an agency or hidden by biases, assumptions, and wishful thinking. To be successful, officials and their agencies should pursue a proactive strategy to identify crises early. There are three elements of effective crisis detection: spotting signals, pulling in data and assessing the situation, and developing a space and culture to put the pieces of the puzzle together.


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