Word: stanfords
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Dates: during 1990-1999
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...full-scale service. This approach, which costs $300 to $5,000, is expected to become almost as common as braces. But it's a development many in education view as hysterical and unnecessary. "Getting into college is not rocket science," says Jon Reider, an associate admissions director at Stanford. "This is crazy...
Most can agree on the factors that have given rise to this industry. The number of college applicants is at an all-time high, creating a hypercompetitive environment at such top schools as Stanford--which accepted 2,700 applicants out of 18,000 last year--and pushing some once easygoing colleges to become more selective. At the same time, the number of high school guidance counselors, the traditional college advisers, has been slashed because of budget cutbacks, creating impossible student-to-counselor ratios (1,040 to 1 in California, for example) and diminishing, if not demolishing, the amount of information...
Still, private involvement in public education raises questions about whether the schools are relinquishing their basic function. While public school guidance counselors have to be certified and hold specific degrees, there are no guidelines for outside professionals. And, asks Stanford's Reider, "shouldn't DeFuniak's English department be doing reading and writing skills...
...McLaughlin Group. Last week 9,000 of them met in Atlanta for a conference of the American Dietetic Association, and even though the organization hadn't scheduled any Atkins talk for its seminars, it blasted low-carb diets as "a nightmare." JoAnn Hattner, a clinical nutritionist at the UCSF Stanford University Medical Center who attended the conference, worries about the high levels of protein and fat in many of these diets, as well as their lack of fiber. "Removing fiber causes constipation, fluid dehydration, weakness and nausea. It's a great strain on the kidneys," she says. Keith Ayoob...
...later got a Ph.D. in computer science and spent 10 years failing at various academic careers and a couple of marriages before reinventing himself and heading off to Stanford. There, he and his students designed a microchip he called the Geometry Engine, which allowed computers to visualize objects in 3-D. Fruitlessly, he tried to license the thing to IBM, DEC and Hewlett-Packard, before starting Silicon Graphics to sell workstations with the chip. That's where Clark honed his distaste for venture capitalists, whom he saw as stealing his enterprise and putting it in the hands of managers. Clark...