Drexel University

About: Drexel University is a education organization based out in Philadelphia, Pennsylvania, United States. It is known for research contribution in the topics: Population & Poison control. The organization has 26770 authors who have published 51438 publications receiving 1949443 citations. The organization is also known as: Drexel & Drexel Institute.

Treating trauma and traumatic grief in children and adolescents, 2nd ed.

Abstract: Part I: Trauma-focused Cognitive-Behavioral Therapy. The Impact of Trauma and Grief on Children and Families. Assessment Strategies for Traumatized Children. The TF-CBT Model: How it Works. The Role of the TF-CBT Therapist. Part II: Trauma-focused Components. Introduction to the TF-CBT Components. Trauma-focused Component 1: Psychoeducation. Trauma-focused Component 2: Parenting Skills. Trauma-focused Component 3: Relaxation. Trauma-focused Component 4: Affective Expression and Modulation. Trauma-focused Component 5: Cognitive Coping and Processing I: The Cognitive Triangle. Trauma-focused Component 6: Trauma Narrative. Trauma-focused Component 7: Cognitive Coping and Processing II: Processing the Traumatic Experience. Trauma-focused Component 8: In Vivo Mastery of Trauma Reminders. Trauma-focused Component 9: Conjoint Child-Parent Sessions. Trauma-focused Component 10: Enhancing Future Safety and Development. Part III: Grief-focused Components. Introduction to the Grief-focused Components. Grief-focused Component 1: Grief Psychoeducation. Grief-focused Component 2: Grieving the Loss and Resolving Ambivalent Feelings About the Deceased: "What I Miss and What I Don't Miss." Grief-focused Component 3: Preserving Positive Memories of the Deceased. Grief-focused Component 4: Redefining the Relationship with the Deceased and Committing to Present Relationships. Grief-focused Component 5: Conjoint Child-parent Sessions, Treatment Review, and Closure. Appendix 1: Handouts. Appendix 2: Resources. Appendix 3: Additional Training.

Relationship between donor age and the replicative lifespan of human cells in culture: a reevaluation.

Abstract: Normal human diploid fibroblasts have a finite replicative lifespan in vitro, which has been postulated to be a cellular manifestation of aging in vivo. Several studies have shown an inverse relationship between donor age and fibroblast culture replicative lifespan; however, in all cases, the correlation was weak, and, with few exceptions, the health status of the donors was unknown. We have determined the replicative lifespans of 124 skin fibroblast cell lines established from donors of different ages as part of the Baltimore Longitudinal Study of Aging. All of the donors were medically examined and were declared “healthy,” according to Baltimore Longitudinal Study of Aging protocols, at the time the biopsies were taken. Both long- and short-lived cell lines were observed in all age groups, but no significant correlation between the proliferative potential of the cell lines and donor age was found. A comparison of multiple cell lines established from the same donors at different ages also failed to reveal any significant trends between proliferative potential and donor age. The rate of [3H]thymidine incorporation and the initial rates of growth during the first few subcultivations were examined in a subset of cell lines and were found to be significantly greater in fetal lines than in postnatal lines. Cell lines established from adults did not vary significantly either in initial growth rate or in [3H]thymidine incorporation. These results clearly indicate that, if health status and biopsy conditions are controlled, the replicative lifespan of fibroblasts in culture does not correlate with donor age.

Are Busy Boards Effective Monitors

Abstract: We present evidence that busy outside directors are associated with weak corporate governance based on a sample of U.S. industrial firms from 1989 to 1995. When a majority of outside directors serve on three or more boards, firms exhibit lower market-to-book ratios as well as weaker operating profitability. Appointments of busy outside directors appear unrelated to company performance, but such directors are more likely to depart boards following poor firm performance. When a majority of outside directors are busy, the sensitivity of CEO turnover to performance is significantly lower than when a majority of outside directors are not busy. Investors applaud departures of busy outside directors, and this effect is more pronounced for firms where the departure results in the majority of the remaining outside directors being not busy. When directors become busy as a result of acquiring an additional board seat, firms where they serve as directors experience negative abnormal returns.