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America s ceaseless war on bad breath gained a mighty weapon last fall Listerine PocketPaks. In place of a rinse, the thumbnail-size carrying cases from Pfizer Inc. contain green ultra-thin, celluloid-like strips, which melt on the tongue and pack a familiar Listerine wallop. The new product promises to reinvent oral hygiene by making mouthwash edible, highly portable, and arguably, tasty. It has already had a topsy-turvy effect on domestic breath freshener sales; after a mere four weeks in stores, germ-killing Listerine PowerPaks strips stormed to the top spot. . . . Pfizer took a venerable brand with great name recognition, applied new technology dissolvable film and spun off a thoroughly contemporary product.4

It needs to be tackled at governmental and/or professional association level But these people do not seem to perceive, or understand, their contribution to making risk-taking more dangerous Another example would be the response to relatively minor offences committed by people with a mental disorder and/or learning disability Few see much point in initiating a prosecution unless serious harm is caused, which could of course be entirely accidental as when a person who is pushed happens to fall against a sharp stone Imprisonment is expensive and often unproductive These individuals are unlikely to have the funds to pay major nes, and the cost in taking criminal proceedings will be excessive in comparison But if nothing is done the individual is being effectively taught that he or she can get away.

Social productivity uses relatively more synchronous tools for communication: instant messaging, phone calls, informal chats, and so forth. Firewall mode deflects communication to email. New tools like Twitter, with which people issue short status updates or questions or thoughts to a bunch of people at once, allow for a lighter weight form of connectedness. No reply to a status update on Twitter is expected, but teammates can keep watch on what other people are doing or investigating and can answer if they wish. This offer a semi-synchronous way for you to stay in touch without the immediate interruption of instant messaging but with more immediacy than email.

was their wake-up call ! In the plenary meeting itself, nine 3G PRDs were elevated to version 3.0.0, thus bearing the hallmark of plenary endorsement. The wake-up call also galvanised a number of GSMA working group chairs to realise that they needed to become involved in the 3G aspects of their remits. At the next GSM plenary meeting (Warsaw, April 1998) a proposal was accepted identifying which working groups should have nal responsibility for the many 3GIG PRDs. Another signi cant decision at this plenary was to make the 3G PRDs publicly and easily accessible by posting them on the GSM world website. Seven PRDs were updated to version 3.0.0. or 3.1.0 and most of the remaining ones were presented for information and feedback, being version 1.0.0 or later. At plenary #40 in New Delhi (October 1998) all the remaining 3G PRDs were given plenary approval. This was a record achievement 30 plus PRDs being approved within a two year period. Plenary #40 was also the swan song of 3GIG. It was agreed that the working groups should become the prime movers for the associations 3G interests and activities and thus there was little need for 3GIG to continue. This, together with the fact that I was unable to continue chairing 3GIG (like many other 3GIG veterans I was recalled to base in preparation for the forthcoming 3G license bids) led to the decision to wind-up 3GIG on this high note. However, a number of delegations had reservations about closing down 3GIG and with hindsight, maybe they were correct.

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crime went up. You lose a command because the loudest voices in the community don t like you, or because of a bad newspaper story, or because of corruption. The greater the distance from headquarters, the lesser the trust from one rank to the next. Exclusion was the rule. Creativity was actively discouraged. One commander said of his troops, I have three hundred potential (career) assassins in my unit. Police officers believed the department had not backed them up, even when their actions were warranted. The department was structured to protect its good name (and the careers of its senior executives) rather than to achieve crime-fighting goals. The Internal Affairs Bureau was seen as intent on tripping up officers for minor infractions rather than rooting out real corruption.40

This class declaration refines the A c c o u n t class designed in the class diagram of Example 11.2.