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the leader s problems with role conflict or ambiguity of authority when attempting to effect change12 We may find there is a need to develop clear channels of support from the top, as Yates has counseled and Campbell has demonstrated Greanias and Windsor note this may extend to the organization itself, since it has various constituencies with differing expectations,13 and Andrews observes this phenomenon may apply as well to corporate boards of governors14 There will probably be considerable inertia to overcome Bhide and Stevenson have reported on their analysis of the operation of ethical codes in the marketplace, and find that victims may often not identify themselves as such, due to personal, financial, or psychological reasons For this reason, they contend, much impropriety goes unreported and unpunished15 So, too, with many organizations, in my experience.

This requires knowledge of the information relevant to a treatment decision, voluntarily exercising choice and having the capacity to make the decision (Grisso, 1986), much as is now advised by the Department of Health in England The knowledge element was de ned in Natanson v Kline (350 P2d 1093 (1960)) in 1960 in the Kansas courts (Grisso and Appelbaum, 1998, pp 7 8) It was held that patients should be told:.

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Leaders and organizations also have a tendency, it appears, to pay attention to the extremes of the spectrum and avoid dealing with the all-important middle John Rohr has described this issue thusly: We tend to focus on narrow, rather legalistic questions or we aspire to articulate vast schemes of general ethics 16 Thus it is the case that many organizations have lofty statements of organizational codes of behavior and can also probably tell you how many people got caught fudging their travel expenses in the last year, but tend to have incomplete information as to what is going on in the middle Still other executives, organizations, and professions tend to sit Organizational consultant Frank J Navran has commented on this tendency of companies and organizations in the area of corporate values17 Researchers and theorists Lloyd Nigro and William Richardson have also studied this phenomenon.

6.8 LIMITATIONS OF CLUSTERING As we stated before, an exclusive clustering of a set of objects S is a partition of S whose blocks are the clusters. A clustering method starts with a de nite dissimilarity on S and generates a clustering. This is formalized in the next de nition. De nition 8 Let S be a set of objects and let DS be the set of de nite dissimilarities that can be de ned on S. A clustering function on S is a mapping f : DS PART(S). Example 12 Let g : R 0 R 0 be a continuous, nondecreasing, and unbounded function and let S Rn be a nite subset of Rn . For k N and k 2, de ne a (g, k)-clustering function as follows. g Begin by selecting a set T of k points from S such that the function d (T ) = x S g(d(x, T )) is minimized. Here d(x, T ) = min{d(x, t)|t T }. Then, de ne a

During 1988 interest also increased in the cell broadcast service. The basic concept was to make text available to all phones in a particular area when they are idle (i.e. not in any kind of call). The text could be general information or teasers which encourage users to make revenue-generating phone calls. The basic parameters for this service were set this year. An operator could remove one signalling channel (SDCCH) and use this for Cell Broadcasts (CBCH) instead. Each message would be transmitted with a header showing the intended purpose of the message, a serial number and a page number (to allow longer messages to be transmitted). Due to the capacity of an SDCCH it was only possible to send messages of 93 characters of 7 bits, and one of these messages approximately every 1.88 seconds. With this technical capability, it was envisaged that a whole range of information could be made available to users, however as the service proceeded to market it hit problems with handset implementation and investment by network operators.

Following a call by Moneypenny in a 1953 edition of Public Administration Review for public agencies to move from a stance of pious declaration to actual implementation of ethical codes, they tracked progress in the pages of that same journal As of 1990, they declared they had found none in the intervening 37 years18 Still others opt, consciously or unconsciously, for a path of suboptimization Since they have difficultly measuring the effects of their efforts on the major objectives they seek to attain, they begin to move down the food chain until they find matters capable of measurement and then hope that these will suffice as surrogates for the intended goal measurements Terry Cooper has commented on this tactic as follows: .

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