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To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.jenvman.2010.02.027 Byline: William P. Racine Abstract: Healthcare facilities undergoing renovation have specific concerns that are exacerbated when the restoration requires asbestos abatement of aged floor tile and mastic. The current state of the art for removal of these materials involves manual removal of floor tile and chemical stripping of mastic. Utilization of these stripping chemicals is a concern for facilities whose perception is based on a safe, caring, and healthy environment. In this study, wet grinding is evaluated as an alternative to chemical stripping of asbestos-containing floor tile mastic. This study endeavors to answer the question; what is the difference between these two methodologies in terms of their operational efficacy and suitability in the healthcare setting. Wet grinding and chemical stripping are evaluated in a side-by-side comparison using a mixed methods approach. The data shows that the methodologies are statistically similar in terms of their cost and emissions data. The data indicates that the benefits associated with the wet grinding method offer advantages that are not present using the chemical stripping method. This study also demonstrates that wet grinding is a viable alternative to chemical stripping especially in healthcare facilities. Author Affiliation: Environmental Support Network, Inc., 5376 Fulton Drive, NW, Canton, OH 44718, USA Article History: Received 27 July 2009; Revised 5 January 2010; Accepted 7 February 2010

The current study examined the retrospective experience of scientists and engineers as they became new unit leaders in science and engineering fi rms. The goal of the study was to propose a theory that would lead to a better understanding of how scientists and engineers can be successful in their evolution into new leaders. The evolution was considered in the context of Robledo, Peterson, and Mumford's (2012) 3-Vectors Model to appreciate the situation in which new leaders in scientific and engineering fi rms fi nd themselves. The evolution was then considered in the perspective of Social Identity Theory to understand the relational development of the scientist or engineer as a new leader. The theory that emerged was that without a sound understanding of both the situation and adaptation of a new sociotechnical identity, achieving success in the leadership role is, at best, uncertain. Identity development and situational understanding are both necessary to facilitate and expedite the transition of scientists and engineers into the new leadership role. The transition from staff-level scientist to leader can be made more productive through individual and organizational action espoused herein. The implications reveal many aspects of importance for organizations, individuals, researchers, and educators in Science, Technology, Engineering, and Math (STEM) and similar technical disciplines. [ABSTRACT FROM AUTHOR]