Aggressive attitudes rather than fear of neighborhood or victimization are the main correlates; guns symbolize "fundamental questions about the . . . social system."The socialist promoters in Washington are going to try to take guns away from all Americans.Those who defend the private ownership of guns by law abiding citizens stand on the bedrock of the Constitution of the United States.. , . The citizens have rights that come before the rights of government. Our rights come from Cod, and cannot be taken away by any human laws.These excerpts are from Letters-to-the-Editor of a large southeastern metropolitan newspaper. They were chosen not because they are unusual but rather because they are typical of the issues associated with owning a gun, such as the right to bear arms and the supposed thwarting of socialistically-oriented government. And the United States is a gun-owning society. In fact, most recept estimates agree that there are over 90 million privately owned guns in the U.S. with approximately 24 million of these being small handguns (17).It would appear that most social and behavioral scientists believe that the surface, political issue of gun control is related to a myriad of other issues, such as aggressive attitudes and behavior, liberal-conservative ideology, class and class consciousness, the rising rate of violent crime, and so forth. Underlying the political issue of whether or not the government can achieve meaningful gun regulation is a fundamental social question-who owns guns and why. W e discern a t least six related issues: the changing way of life, fear for personal safety, the gun as a symbol, the phenomenon of loss, trust versus mistrust, and violence in society (7).

Despite its rank as the fourth healthiest state in the United States, Minnesota has clear cardiovascular disease disparities between African-Americans and whites. Culturally-tailored interventions implemented using community-based participatory research (CBPR) principles have been vital to improving health and wellness among African-Americans. This paper delineates the establishment, impact, and lessons learned from the formation of a community steering committee (CSC) to guide the Fostering African-American Improvement in Total Health (FAITH!) Program, a CBPR cardiovascular health promotion initiative among African-Americans in Minnesota. The theory-informed CSC implementation process included three phases: (1) Membership Formation and Recruitment, (2) Engagement, and (3) Covenant Development and Empowerment. The CSC is comprised of ten diverse community members guided by mutually agreed upon bylaws in their commitment to FAITH!. Overall, members considered the CSC implementation process effective and productive. A CBPR conceptual model provided an outline of proximal and distal goals for the CSC and FAITH!. The CSC implementation process yielded four lessons learned: (1) Have clarity of purpose and vision, (2) cultivate group cohesion, (3) employ consistent review of CBPR tenets, and (4) expect the unexpected. A robust CSC was established and was instrumental to the success and impact of FAITH! within African-American communities in Minnesota.

Using the logic developed by Goodman and Kruskal, multiple and partial analogs for their measure Tau are suggested. These measures may be of particular utility to survey researchers in situations where the Goodman and Kruskal lambda measures are either inappropriate or inapplicable. This measure has been shown to have a clear proportional reduction in error interpretation. These analogs should be useful and necessary for detailed causal and/or multiple analysis with nominal-level data.

Examines the interaction between Western leader ship and authority practices and those of a non Western culture (Nigeria) in their managerial and or ganisational context. Data concerning the experience of an organisational change in a non‐Western cultural context fail to confirm some of the ideas advanced in the convergence and divergence theses. An alternative framework for conceptualising the process of interaction and outcome of organisational development in situations of cross‐cultural transfer and application of management practices is proposed.

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