Showing posts with label Stanford. Show all posts
Showing posts with label Stanford. Show all posts

Monday, March 25, 2013

ON BEING SANE IN INSANE PLACES


From People's Almanac 1975

In an experiment later written up as “On Being Sane in Insane Places,” D. L. Rosenhan, of Stanford University, and 8 associates (3 women, 5 men) voluntarily entered 12 mental institutions. They complained to staff psychiatrists of hearing voices which said “hollow,” empty,” or “thud.” They reported no other symptoms.

The “patients” were chosen for the experiment on the basis of being normal every-day people and they represented a wide range of occupations, from housewife to artist to pediatrician. After being admitted to the hospitals, all pseudo-patients told the staff that their symptoms had disappeared, and all acted normally.

In trials in 12 different hospitals, it took pseudo-patients between 7 to 52 days to be released. In almost all cases, they were discharged with diagnoses of “schizophrenia in remission”; not once were they discharged as being sane.

Upon reading these astounding facts, one might assume that the experiments were conducted in hospitals chosen for inadequate or incompetent staff or overcrowding. This was not the case. Most of the hospitals tested were funded by the local. State, or Federal Government, and several were considered excellent. They varied as to newness and number of staff, though one well-staffed, expensive, and modern hospital was included in the test. Results were no different there.

Once the pseudo-patients were in the mental hospitals, they observed many enlightening facts about what happens to a person when people think he is crazy. They found that patients were considered less than human and were treated as though they were invisible. Often they would address staff with simple questions such as asking when a given doctor would be in, and they would be totally ignored, with the staff member walking straight past them, or would receive a curt non-reply like “Hello, how do you feel today?”

There was little privacy or activity allowed the patients, but when disorders arose from these stultifying conditions they were attributed to the patient’s “disease.” Many pseudo-patients took notes of their observations, first secretly and then openly when they found that nobody cared. One nurse, commenting on her patient’s “psychosis,” mentioned his “compulsive note-taking behavior.” Another pseudo-patient overheard a staff psychiatrist complaining about patients “oral acquisitiveness” in lining up in the cafeteria lounge a half hour before lunch. The good doctor overlooked the fact that in the hospital there was nothing else to do.

Treatment was minimal. Drugs replaced a doctor’s time. All pseudo-patients combined were given 2,100 pills, which they, like many real patients, discarded.

An interesting sidelight to the experiment was the fact that although not one psychiatrist, nurse, or attendant suspected the hoax, 35 patients of the 118 residing in admittance wards with the experimenters suspected they were faking. “You’re not crazy, you’re some journalist (or professor) checking up on conditions here,” was heard over and over again.

To verify these disturbing findings, the researchers notified a leading teaching hospital that in a given 5-month period, one or 2 pseudo-patients would attempt to gain admission to their hospital. The hospital staff was well acquainted with the experiment. Of 193 patients admitted during the 3-month period, 41 were alleged to be pseudo-patients by staff members, including 23 by psychiatrists with the greatest amount of training.

Actually, not one pseudo-patient presented himself during that period.

Wednesday, September 14, 2011

Twenty Best Colleges in America

Source: WashingtonMonthly.com

1 University of California—San Diego (CA)
2 University of California—Los Angeles (CA)
3 University of California—Berkeley (CA)
4 Stanford University (CA)
5 University of California—Riverside (CA)
6 Harvard University (MA)
7 Case Western Reserve University (OH)
8 University of California—Davis (CA)
9 Jackson State University (MS)
10 University of Michigan—Ann Arbor (MI)
11 Massachusetts Institute of Technology (MA)
12 University of North Carolina—Chapel Hill (NC)
13 University of California—Santa Barbara (CA)
14 Syracuse University (NY)
15 Texas A&M University—College Station (TX)
16 University of Notre Dame (IN)
17 Cornell University (NY)
18 South Carolina State University (SC)
19 University of Texas—Austin (TX)
20 Johns Hopkins University (MD)

A few months ago, the Obama administration completed a remarkably successful run of sticking it to large corporations that make a profit in higher education. First, as part of the omnibus legislation that produced the Affordable Care Act in 2010, Obama pushed through a wholesale reform of the student loan industry, taking away tens of billions of dollars in subsidies to private banks and using the money to increase financial aid for low-income students. Then, in 2011, Obama stamped down on the excesses of for-profit colleges that have been raking in billions of dollars from federal financial aid programs while leaving students with low-value degrees and crushing debt. Under the administration’s controversial “gainful employment” rules, finalized in June, colleges whose graduates don’t earn enough money in the job market to pay back their loans will lose federal aid, a penalty that will effectively shut those colleges down.

These are exactly the kind of progressive, pro-student reforms Obama was elected to enact. But they also lead to a question: What’s next? In his first address to Congress, the president set a bold goal of regaining the international lead in college graduation by 2020. But only 10 percent of students attend for-profit colleges, and Obama’s loan reforms, while admirable, aren’t going to have a significant effect on the number of people who ultimately earn a college degree. Meanwhile, the latest research suggests that many students in traditional colleges aren’t learning very much, even as tuition is rising out of sight.

For a Democratic president, battling big business is the easy part. If Obama’s 2020 goal is going to become more than an empty slogan, he’s going to have to do something considerably harder: take on the entrenched interests in the traditional public and nonprofit higher education sector and get them to do more on behalf of students and the public. That means defining what, exactly, a public-minded college should do.

We believe that the Washington Monthly college rankings provide an excellent answer to that question. Conventional rankings like those published by U.S. News & World Report are designed to show what colleges can do for you. Since 2005, our rankings have posed a different question: What are colleges doing for the country? Higher education, after all, isn’t just important for undergraduates. We all benefit when colleges produce groundbreaking research that drives economic growth, when they offer students from low-income families the path to a better life, and when they shape the character of future leaders. And we all pay for it, through hundreds of billions of dollars in public subsidies. Everyone has a stake in how that money is spent.

That’s why one-third of each college’s score on our rankings is based on social mobility: How committed are they to enrolling low-income students and helping them earn degrees? Our second category looks at research production and success at sending undergraduates on to PhDs. Finally, we give great weight to service. It’s not enough to help students look out for themselves. The best colleges encourage students to give something back...

Public universities have been battered by state budget cuts in recent years even as the most elite private institutions have been insulated by admissions selectivity and endowments containing vast piles of taxpayer-subsidized cash. Since the U.S. News rankings are mostly a matter of wealth and exclusivity, it’s not surprising that there is not a single public institution among their top twenty universities. But despite their financial woes, twelve of our twenty highest-rated universities are public, including the top-ranked University of California, San Diego. Six of the eight campuses in the UC system land among our best-ranked universities, a testament to California’s historic commitment to institutions that combine world-class research and access for low-income students. While the UC system’s continued dominance shows that it takes a while to grind a great university system down, we fear that the Golden State’s ongoing disinvestment in higher education (the UC budget has been cut by hundreds of millions of dollars since 2007) will eventually diminish the best public universities in the world...

A Different Kind of College Ranking
September/October 2011
http://www.washingtonmonthly.com/magazine/septemberoctober_2011/features/introduction_a_different_kind031630.php

Tuesday, August 18, 2009

A Human Genome in Record Time

http://blogs.sciencemag.org/scienceinsider/2009/08/a-human-genome.html

August 10, 2009
A Human Genome in Record Time

A new type of technology has sequenced a human genome in a month and for less than $50,000 worth of reagents, according to a report today in Nature Biotechnology. But this step toward fast, cheap genomes doesn't spell the end for large sequencing centers.

Human genomes produced to date have all required many instruments running in parallel and have cost up to $500,000 per genome, says Stephen Quake, a biophysicist at Stanford University in Palo Alto, California, and founder of Helicos Biosciences of Cambridge, Massachusetts. The HeliScope Single Molecule Sequencer is the first commercial single-molecule sequencing instrument, so called because it does not require the production of millions of copies of the target DNA for the analysis. Instead, DNA is cut into small pieces and mounted at very high densities in a flow cell, where a very sensitive camera monitors the step by step addition of bases for each sequencing reaction.

In the new paper, Quake and colleagues report how the machine generated enough data to cover the 3-billion base human genome 28 times over. That sequence data consisted of short stretches of sequences 24 to 70 bases long, which were compared with the reference human genome sequence in public databases to piece together Quake’s own genome.

The demonstration brings “plug and play” sequencing one step closer to reality, wherein individual labs will be able to do what today is accomplished primarily in large sequencing centers. “This is the main coming out party for the Helicos machine,” says Jeffery Schloss of the National Human Genome Research Institute in Bethesda, Maryland.

However, the machines cost $1 million. That’s several times the price of other sequencing machines, notes Schloss. While such machines hint at a future where individual labs sequence large genomes, Schloss emphasizes that large centers will continue to play a role in improving technologies and their uses and developing analytical tools for genome projects.

— Elizabeth Pennisi

Monday, August 6, 2007

Bill Walsh, Former 49ers Coach, Dies at 75

Robalini's Note: Growing up in the Bay Area in Cupertino, California, I was blessed to have the home team to root for none other than the San Francisco 49ers, who from 1981-1998 had the greatest sustained run in NFL history. And with all due respect to Joe Montana (as well as Jerry Rice, Steve Young, Ronnie Lott and others) it was Bill Walsh, the coaching genius behind the Niners, who made the team what it was, and helped change the game of football with his West Coast Offense more than anyone else over the last thirty years. For this, he gets a special Konformist salute...

http://www.nytimes.com/2007/07/31/sports/football/31walsh.html

July 31, 2007
Bill Walsh, Former 49ers Coach, Dies at 75
By RICHARD GOLDSTEIN

Bill Walsh, who coached the San Francisco 49ers to three Super Bowl championships in the 1980s and became one of professional football’s most influential figures, devising passing strategies that were emulated long after the decline of his dynasty, died yesterday at his home in Woodside, Calif. He was 75.

The cause was leukemia, the 49ers said. Walsh disclosed last November that he was being treated for leukemia, which had been diagnosed two years earlier.

Except for high school coaching, Walsh did not become a head coach until Stanford hired him when he was 45. And he spent 11 seasons as an assistant in the N.F.L.

But his long apprenticeship — too long, the way he saw it — served him well. He honed his creativity and became known as “the genius,” a silver-haired, almost professorial presence orchestrating the 49ers’ brilliant offenses as the head coach from 1979 to 1988.

Walsh’s 49ers teams won Super Bowl titles in 1982, 1985 (after losing only one game all season) and 1989. They captured six National Football Conference West championships.

Walsh had a regular-season record of 92-59-1 with the 49ers, serving as offensive coordinator in addition to head coach and, at varying times, as the general manager and the club president. His lineups featured the future Hall of Famers Joe Montana at quarterback and Ronnie Lott at defensive back and the league’s career receiving leader, Jerry Rice. Walsh was elected to the Pro Football Hall of Fame in 1993.

Walsh’s playbooks bulged, focusing on a passing game that became known as the West Coast offense. It featured mostly short or medium-range passes designed to work against all types of defenses, and it included trick plays. His was a horizontal offense, in contrast to the vertical strategy that depended on long — and low percentage — passes downfield. Walsh’s offense became the aerial equivalent of a ball-control strategy previously associated with a running game.

“When we go over the game plan during the week, it doesn’t look like it will work,” Montana told Dave Anderson of The New York Times shortly after the 49ers defeated the Cincinnati Bengals to win the Super Bowl for the first time. “But when we get into the game and use it, it seems that the plan always works.”

Walsh’s pass patterns generally succeeded in getting at least one receiver open and sometimes as many as three.

He cited several factors for his extraordinary success.

“I think we’re willing to settle for a little less yardage on passes than some teams are,” he said after the first Super Bowl triumph. “Two, our willingness to throw to the second and third receivers. And three, to look downfield for the great individual play.”

Walsh proved influential on matters beyond his passing game. He was an early advocate of minority hiring for coaching positions, many of his assistants became head coaches, and his procedures in organizing a team and developing practice routines were copied.

William Ernest Walsh, a native of Los Angeles, played wide receiver and boxed at San Jose State. After coaching in high school, he became an assistant at the University of California and at Stanford, then embarked on his pro career in 1966 as an assistant with the Oakland Raiders.

He moved to the expansion Cincinnati Bengals in 1968 as an assistant to the head coach and owner, Paul Brown, and developed Ken Anderson into an outstanding quarterback. When Brown retired and passed him over for the head-coaching spot in 1976, in favor of the offensive line coach Bill Johnson, Walsh joined the San Diego Chargers as the offensive coordinator and tutored quarterback Dan Fouts.

Walsh returned to the college ranks as Stanford’s coach in 1977 and 1978, taking the team to bowl games each season and developing Guy Benjamin and Steve Dils into star passers.

When Walsh became the 49ers’ coach in 1979, he took over a team that had gone 2-14 the previous season.

The 49ers were 2-14 again in Walsh’s first year, but he gradually built a championship squad.

A signature play came in the 1982 National Football Conference championship game against the Dallas Cowboys, when Montana rolled out and threw a 6-yard touchdown pass to Dwight Clark at the back of the end zone in the final minute.

Shortly after the 49ers won the 1989 Super Bowl, Walsh stepped down as the coach and became the team’s executive vice president for football operations. But in July ’89, he left to become a football broadcaster for NBC. His successor, George Seifert, who had been the 49ers’ defensive coordinator, went on to win two Super Bowls with San Francisco.

Walsh had a second tenure as Stanford’s coach, from 1992 to 1994. He returned to the 49ers as the vice president and general manager from 1999 to 2001, was later a consultant to the team and served as Stanford’s interim athletic director in 2005-6.

He is survived by his wife, Geri; a son, Craig of Redwood City, Calif; a daughter, Elizabeth of San Francisco; a sister, Maureen of Mission Viejo, Calif; and two grandchildren.

Walsh regarded football as something beyond a test of physical will.

“If I have any talent, it’s in the artistic end of football,” he once told Lowell Cohn of The San Francisco Chronicle.

“The variation of movement of 11 players and the orchestration of that facet of football is beautiful to me.”