Word: welched
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Much remains to be determined. Researchers aren't sure whether they have identified all the pieces of the puzzle or if they know the order in which those pieces fall. "Does it all fit together in a cogent picture?" asks Dr. K. Michael Welch, a migraine researcher at the University of Kansas Medical Center in Kansas City. "I don't know. But we know a hell of a lot more than when I started in this field 25 years...
...exploring the possibility that migraine sufferers are not just hypersensitive to various triggers but that their brains have lost some of their natural ability to suppress pain signals. To find out more, scientists are studying a part of the brain called the periaqueductal gray matter, which, says Dr. Welch in Kansas City, "switches off the pain response so that you can focus on the fight to survive. It's the reason why if you have a cut that you don't remember getting, it doesn't start to hurt until you actually look...
Each time a migraine occurs, Welch and others have found, the periaqueductal gray matter fills with oxygen, which triggers chemical reactions that deposit iron in that section of the brain. As the iron builds up, the brain's ability to block out pain decreases. That may explain why many migraineurs become more sensitive to pain with each episode...
After four months of digging around Siemens, Hershman says he is suffering from déjà vu. He compares Siemens' dilemma to General Electric's when Jack Welch was forced to confront similar issues, and he believes the challenge for German industry is much broader. "Germany is now not unlike the U.S. in the 1970s, when there was a host of big corruption cases," he says. For Siemens, the end of the bad news is far from over. As Kleinfeld was making his parting statements, the SEC launched an official investigation into the company. And Siemens conceded that the amount...
...practice, companies find that a multipronged approach leads to results. General Electric initiated an aggressive diversity strategy under former CEO Jack Welch that included employee networks, regular planning forums, formal mentoring, and recruiting at colleges popular with minorities. Perhaps most significantly, GE appointed a chief diversity officer, Deborah Elam. In 2000, women, minorities and non--U.S. citizens made up 22% of GE's officers and 29% of senior executives. By 2005, their ranks swelled to 34% among officers and 40% of senior execs. "Training just to train is not enough," says Elam. "You've got to have accountability...