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Lehman Brothers, it judged the opposite. Then, in the case of the American International Group (AIG), it reversed direction again. I was never convinced that Bear Stearns was too big to fail, nor was I ever convinced that Lehman Brothers was not. I became convinced, however, that there was never a bright line for the rules under which government will or will not intervene. The market cannot handle uncertainty. Our unde ned policy caused the stock market to lose faith. That too was predictable. And nally, seventh, greed. Some commercial banks, investment banks, hedge funds, and other nancial institutions took advantage of the lack of regulation, and lax rules. In a rush for better returns they abandoned good business practices and allowed risk to become excessively underpriced. There was a breakdown of proper risk management controls as greed replaced common sense. Thus, although most of the causes of the nancial failure were government inspired, greed in the private sector was a cause factor as well. But greed is a human frailty and predictable. There you have it. Clearly, there was no single culprit. While there are other causes, the foregoing seven sins, in my opinion, were primary. Yes, there was lack of regulation; yes, there was failure of regulation; yes, there was greed in the private sector; and yes, there were misjudgments made by a host of government of cials throughout the world. But surely the blame is not with the free market system. It represents the best economic model ever devised by mankind. These same or similar failures and many more have occurred under every economic model and under every type of government regime. Indeed, while the free market system is not free from failings, in the history of civilization no other system has produced so much good for mankind nor resulted in a higher standard of living for world populations. It represents the only answer in the globalized world of today, the only system that will encourage innovation and guarantee individual freedom. Still, there are lessons we have learned. I will simply enumerate the most telling: First and foremost, capital requirement for nancial institutions must be raised. Second, leverage must be contained so that enterprises cannot become too big to fail. Third, there must be regulatory oversight in OTC transactions. Finally, on a voluntary basis, central counterparty clearing for credit and OTC derivatives must be encouraged. A CCP clearing model, in my opinion would substantially reduce the probability that the failure of a signi cant participant in the markets would lead to a systemic failure or require government bailout. But, of course, that is not the point of these remarks. My sole purpose here today was to examine the cause and effect of the actions which produced the current global crisis, and to suggest that in my opinion they were all pretty well predictable. In other words, they were not black swan events. Probably they were more like gray swans and avoidable.
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process we present a continuous, cyclical, just-enough, just-intime process. With the Strategic Dialogue tools, we bridge the traditional gap between business and IT. In contrast to the companywide architecture that is drawn up for the organization in one go, we propose a just-enough, just-intime approach, creating only those domain architectures that are needed at the time. Contrary to architecture as a separate activity, which runs more or less alongside the organization, we propose an architectural process that is fully embedded in the organization s change processes.
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An episode of paraplegia in a patient with multiple sclerosis usually evolves over the period of 1 2 weeks, and recovers in a couple of months, as with other episodes of demyelination elsewhere in the CNS. Occasionally, however, the paraplegia may evolve slowly and insidiously (see 7). Spinal cord lesions due to multiple sclerosis are usually asymmetrical and incomplete.
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months after that date. This means that no window period (even one that is retroactively effective) can prevent exit incentive fraud claims, because whatever that period, employees will still fail to qualify for exit incentives solely because of the specific window period. Release Requirements A release in exchange for exit incentive benefits is almost a given, and, in fact, Lipsig notes, there often is no meaningful legal impediment to doing so. The release constitutes a contract by which an employee releases the employer and related entities from potential liability in exchange for tangible benefits such as severance pay or retirement package enhancements. For the release to be considered an enforceable contract, it must contain an offer, an acceptance, and consideration, and its execution must be knowing and voluntary. A release that attempts to waive future claims or certain statutory rights or one that is signed fraudulently or under duress may also be unenforceable.
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schools, parents who are upset by its use with their child may pursue several courses of legal action. The majority of corporal punishment cases are filed in state courts under charges of battery, assault and battery, or negligent battery. Parents also may file a complaint under state child abuse laws. In addition, a number of parents have filed actions in federal court under Section 1983 (Henderson, 1986). Suspension and Expulsion Schools have been given the authority to suspend or expel students to maintain order and carry out the purpose of education. Short-term suspension typically is defined as an exclusion of 10 days or less from school or from participation in classes and activities (in-school suspension). In most districts, school principals are given the authority to suspend students. Expulsion means exclusion of the student for a period longer than 10 consecutive school days or the equivalent, with equivalent determined by factors such as the number and proximity of excluded days (Hindman, 1986; Lohrmann & Zirkel, 1995). Student expulsion usually requires action by the school board. The specific grounds for disciplinary suspensions and expulsions vary from state to state. School codes are likely to allow suspension or expulsion of students guilty of persistent noncompliance with school rules and directives, weapon and drug-related offenses, repeated use of obscene language, stealing or vandalizing property on school grounds, and using violence or encouraging the use of violence (Hindman, 1986; Reutter, 1994). The No Child Left Behind Act of 2001 includes The Gun-Free Schools Act (Pub. L. No.. 107-110 4141). This portion of the legislation requires each state receiving federal funds under the Act to have in effect a state law requiring schools to expel for a period of not less than one year a student who brings a firearm to school. However, the law must allow the chief school administrator to modify the expulsion requirement on a caseby-case basis, and States may allow students expelled from their regular school to receive educational services in an alternative setting. The Act also requires that incidents of students bringing firearms or weapons to school be reported to the juvenile or criminal justice system. In 1975, Goss v. Lopez was decided by the Supreme Court. This case was filed on behalf of several high school students suspended without any sort of informal due process hearing. The Court ruled that because education is a state-created property right, the school may not suspend or expel pupils without some sort of due process procedures to protect students from arbitrary or wrongful infringement of their interests in schooling. In writing the majority opinion, Justice White outlined the minimal due process procedures required for suspensions of 10 days or less:
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