Morality Issues ~ Which one is right for You?

Situational Morality in Correctional Officers

By Carl R. ToersBijns, former deputy warden, ASPC Eyman, Florence, AZ

 

Situational morality is a 24 /7 issue and concern for those that are exposed to opportunities to do something wrong whether on duty or off duty. I agree that being human is a major element of the formula but the resolution or answer lies in the manner you were brought up and with what values you base your right or wrong on and how it impacts your behavior under certain situations.

 

We all have to take personal responsibility for our own actions and being human does not excuse you from deviating from your values, the laws, your professional oath or your personal principles.

 

Compromising your personal moral values and workplace ethics leads to other major flaws in doing your job. Compromising any task, role or decision impedes your abilities to perform according to your oath as a peace officer puts other people in danger.

 

The consequences outweigh the need to do so in most cases but that does not appear to stop some from committing the act. The severity in receiving possible sanctions e.g. suspension, termination, conviction of a misdemeanor or felony crime should halt you in your tracks but as it has been demonstrated many times over, it doesn’t seem to stop those who take the risks of breaking the rules and disregard the purposes of such rules.

 

First off, one must distinguish the difference between absolute morality and situational morality. Being human is being mortal thus room for error is given as humans. It is fair to say that to obtain “absolute morality” is impossible as a human being. It’s a concept that can be vigorously debated but is likely to reveal flaws in the concept or expectations since it would require humans to be flawless in nature.

 

The main difference between absolute morality and situational morality is the fact that situational concepts deals exclusively with an individual’s dealings with life and its temptations. What is valid temptation for one is another one’s vice and deterrent to stay on the straight and narrow sort of speak. It is fair to say that as humans, we will act according to how it benefits us.

 

The key to this scenario are the words such as “however”, “but” or “unless” that makes morality a situational one for individuals and allows their minds to justify the acts although they can be contrary to common sense or internal moral feelings. Hence the words “greed” and “corrupt” comes to mind and the scenario has been changed where the act to permit an act is justified by the means and the need self-imposed by the individual or a group of individuals.

 

One could argue that our moral values are infused or originated by the moral inclinations of our cultural upbringings. However there is a distinct difference between cultural morality and situational morality issues as one is basically a socialist viewpoint or values and the other is based on personal or righteous viewpoints thus they could be in conflict with each other as one occupies the same space of the other. One can see how this conflict results in a disagreement and the difference between right and wrong. Therefore, it could be said that situational morality is or can be a derivative of the moral conditions in every sense of the word and can be copied.

 

Politicians use this concept of situational morality to cover the “good for all or many” while in fact, it may be self-serving and criminal in nature.

 

Correctional officers may use this scenario scheme to justify the use of force or develop a relationship with an inmate that breaches the security of the facility thus under certain circumstances, they are “right” in their own mindset at the time and fail to see the rational or irrational misbehaviors other see.

 

Therefore it is the personal gain or outcome of such situational moral confrontations that determine whether it was right or wrong and not the basic human instinct to follow individual societal or personal philosophies, principles or ethics is such cases.

 

It has been said often that if it makes you happy “do it” but then, this rule should be followed up with “what makes you happy” should conform with your personal values, ethical obligations and principles developed over your lifetime.

 

Hopefully these basic instincts, feelings, inferences and ideas are instilled by good parenting, educational experiences, basic and advanced job related training and development skills and trainers or mentors that shaped or guided your thinking into the positive light rather than the darkness distinguishing the difference between right and wrong with a clear line rather than an invisible and blurred one.

 

November 16, 2012

The merging of public police powers with private security agencies

Hybrid Governance – Police Powers and Trust

 

Today’s police officers are under tremendous stress and are dependent on good agency policy making, public relations with the community and adherence to many mandatory standards involving the use of force, arrest powers and detainment issues that are closely scrutinized by citizens to ensure no civil rights violations have occurred.

 

To begin an analysis for developing a concept where public police powers are merged with private entities is unavailable due to the newness of this concept to blend or merge these resources together in order to perform a public safety function for our citizens. We must first begin this analysis with the fact that there is sufficient evidence today to show there are problems in the public trust in our police officers as they perform their civic duties as law enforcers. Thus this merger of power will definitely upset the balance of power and accountability / transparency process for our citizenry.

 

Without this public trust in our police officers, it must be more complex or difficult to understand how private enterprises could equally perform such tasks and responsibilities without the proper authority to do so and operate on “police by consent” of the agency in charge of the jurisdiction in question. It is with a certain amount of conclusive outcome that such a task is nearly impossible. One would suspect waivers or changing regulatory / statutory requirements would be changed to accommodate the design and function.

 

Today’s emphasis is on community policing and the benefits of having a close association with the citizenry to build trustworthy resources that will allow a closer examination of police actions and dispositions so that the public can be assured that their performance is agreement with police policies and procedures as well as structure and priorities in public safety and performance.

 

Perhaps the merging of such resources is premature and done without the proper template to assure compliance with all oversight and regulatory requirements as well as training and certification of specialized functions e.g. SWAT, K9, DUI and other specific fields that may result in detainment, arrest, incarceration or conviction within the criminal justice system as it is designed.

 

At the present time, most police officers belong to a union or association that is labeled as organized labor and is normal or routine within the law enforcement community. On the other hand, private police entities are not unionized.  Merging forces could result in a weaker union or association as tasks and responsibilities become shared and leverage is no longer on the union’s side when it comes to bargaining for better benefits down the road.

 

One might also make a case of the matter of “conflict of interest” if civilian police forces were to merge with public police forces and determine the exact sanctions and violations committed to further invoke their private interest in prisons for profit and incarcerate these offenders in privately owned detention centers or prisons.

 

Last but not least is the matter of liability and risk assessments related to issues such as:

 

• Sovereignty of Roles in crime control & prevention responsibilities
• Recruitment, Hiring and Selection criteria e.g. professionalism
• Training and Certification in basic and advanced special skills
• Statutory authority for powers of arrest, detainment and searches
• Contents of Mutual Assistance & Understanding role agreements
• Funding and budgetary concerns & Reimbursements of services rendered
• Discretionary Scope of decision making with local authorities
• Immunities provided and Waiver of Liability and Responsibilities
• Risk Management applications

 

November 8, 2012

Racial Profiling ~ hurts our communities

Racial profiling exists only in the mind of those who make it their own agenda either con or pro compliance with the laws and their own personal believe that it is happening to them or others. Therefore, conditionally, it does exist. It is not a universal concept applied by everyone or every police agency since we are talking about cops.

It is conditional in every sense of the phrase and subject to many moral values as well as existing laws and norm values in our society. This can be defined by demographics as well as geographical histories, customs, practices and traditions but nevertheless, a negative input on how we perceive things in our head.

What we have here is two arguments. The first finding the objective definition of racial profiling that includes compelling reasons that it does exist in content and context given. The second is what "we" believe is racial profiling. The truth lies somewhere in between and whenever you are subjective about any issue, then the power is swayed towards that "believe" and that you are right no matter how the law or truth is read. However, this is not a method of compelling reasoning and is flawed severely.

Contextuality expresses the fact that an action does not exist in a vacuum. When we examine an action, we cannot ignore that the action takes place in a given context. This context is necessary to evaluate the consequences of an action, because it informs the values that are affected by the action. Unlike the phrase “a picture tells a thousand words” there should only be one inference or understanding of what really happened and how it was created. This is called a finding. This is where the facts [hopefully objective in nature] come in to rationalize the event or behaviors and explains the truth in objective and clear sense rather than emotional or irrational in manner.

It is important here to understand that while values themselves are objective in all ways, their specific implementation differs from person to person and from culture to culture thus what may be normal in one setting may be abnormal in another setting. Hence each case is different and must be examined for facts, not feelings or believes one is telling the truth.
Community policing is effective when the police officers are culturally diverse and trained in recognizing these values as norms thus avoiding stereotyping when responding to a call or incident whenever possible. Police policies may differ from region to region, district to district and is applied by the officer's knowledge of such direction. It does not imply racial profiling per se but can come under scrutiny if there are acts or words said that warrant a closer look at this incident to acquire a truth statement or finding.

In order to win an argument that racial profiling existed during the event, the officer or the subject [or witnesses] must effectively prove or disprove “objective moral facts” in this type of case and provide a compelling reason to believe they exist within the statements provided making their statement more powerful and truthful in the end than the other person’ strong believe that was based on their own or individual subjective matter and personal values rather than facts.
In other words, racial profiling hurts law enforcement as it disconnects the community with those who are there to help them.

Unfortunately, the perception of truth may be distorted by the subjectivity involved on either side when the persons involved are viewed to be racist as this kicks in the defensive mechanisms we depend on for survival and self-defense. It is hard to convince another person you are not being a racist when they have already made up their minds that what you [cop] are doing is based on their believe you are profiling them on race hence the confrontation,relationship is heightened to a new and volatile level.

 

Hybrid Governance in Arizona Prisons and other public services

Hybrid governance with Prisons

By Carl R. ToersBijns, former deputy warden, ASPC Eyman, Florence, AZ

The age of hybrid governance is already upon us. Arizona today has made a clear decision to allow private prison contractors to occupy vital middle ground between our public-owned prison system and numerous and various private-sector organizations. The ideology is capitalistic and powerful as is has already established firm roots in the daily practice of running our prisons today.

 

What hasn’t been talked about is the parasitic nature of this relationship and how it is designed to absorb more government functions as time goes by. No longer an emerging market, private prison contractors have established the practice and future of public governance based on lessons learned from the past and have merged sizable government stakes, subsidies and management decision making that reflect a practice of preferential treatment in more than many ways.

 

There is no doubt that this merger has compromised those leading elements of the public sector’s regulatory environment as they evolve existing regulations to meet the new hybrid status between government and private industries.

 

This changes the traditional roles of the past and created an infusion of ideologies beyond the traditional division between labor and market demands. In fact, this merger is almost invisible and when active to the fullest extend, will remain blurred creating confusion to the taxpayers as to what actual role the government plays versus the role of private business in our state.

 

There is no secret between the cooperative levels of this state’s governor and elected officials towards private prison groups as there has been significant wealth distributed between the two parties.

 

Today, Arizona is witnessing a massive agenda of proliferation in the number of new contracts and business dealings with new parastatal entities around the state as well as outside the state. It impacts the entire criminal justice system including the administrative and judicial elements of law with little or no scrutiny of how business is conducted under this new hybrid process.

 

Public authorities have been compromised to be managed privately and secretively based on private enterprise standards not subject to open meeting laws or other regulatory requirements.

 

Power diffusion is the key in this methodology as more decisions are conducted in the shadows of corporate strength and weaker public infusions to the table. Operating in such a closed market with little scrutiny will change the integrity of government and allow growth or development of mediocrity in performance and corruption for many who are willing to ride this train as a parasite leeches off the body.

 

Thus on the pretense of improving state run agencies and reducing inefficiencies, the privatization of public service will be handed over to those corporations that can meet the productive needs of this market.

 

Power diffusion continues even in the shadow of strength. Recent decades have witnessed a gradual revival of parastatals that foreshadowed their present surge. They gained access to international capital markets and have leveraged investment to expand operations.

 

By floating shares on exchanges, contracting with auditing firms, establishing independent boards of directors, restricting subsidies from the government, and improving recruiting standards and managerial incentives, parastatals have been able to make themselves competitive with the private sector justifying their creation and existence by those that praise the concept.  

 

Today there are very few, if any, areas of governance that have not been placed in the custody of parastatals entities that undertake commercial activities on the government’s behalf. They range from public transportation, medical care, economic and logistical support of state utilities down to the smallest micro purpose of government services such as the maintenance of parks, recreation and other support agencies.

 

There are reasons for this transition.  First and foremost, state governments are broke. They lack funding and in fact are unable to manage current needs as they exist. Frustration has led to exploring alternatives and aside from the traditional practices of raising taxes or other fees they have considerable needs to improve the infrastructure and manpower requirement to meet the full demands placed on them by law and other regulatory mandates.

 

In short, parastatals are the entities everyone wants to do business with because in places where politics is an opaque void or a byzantine labyrinth, they “get things done.” Collectively, these types of parastatals have been crucial for rising powers to capture the commanding heights of personal wealth and finance.

 

Their recruitment of top investment-banking and private-equity talent and riskier investments are a major departure from decades of more conservative asset management by central banks allowing hybrid governance to coexist in many places.

 

It’s a sign of the times and Arizona is smack in the middle of such financial relationships, endorsements and futuristic expectations of spreading this hybrid governance concept to other states in due time.

 

Source:

http://www.mckinsey.com/features/government_designed_for_new_times/the_rise_of_hybrid_governance

Managing Change

Managing Change in Our Prisons

By Carl R. ToersBijns, former deputy warden, ASPC Eyman, Florence, AZ

 

 

The psychology of “change management” suggests there are four (4) basic conditions are necessary before employees will change their behaviors:

 

• Justification for change (reasons and current events)
• Role modeling and embracement of new practices (leadership)
• Reinforcing mechanisms to support proposed change with existing and new resources (support mechanisms)
• Capability improvements e.g. training and skill abilities to make the desired changes (cultural diversity)

 

It has been said that most change programs are prone to failure. It is also said that if one takes the time to develop a sound concept that is well rounded and balances, a rational change in environment or operations can happen.

 

Change must have its own merits that can stand alone and withstand criticism and opposition to such a new concept. It is very important not to disregard the most important element of change management alas human beings involved in the change.

 

Justification for change (reasons and current events) – the justification for change must include:

• Motivation – this change must motivate your employees as it must bring past shortcomings to the front and detail how change would turn this around to be most beneficial to the “good of all” rather than any individual within the organization.
• Turnaround – this action must reflect short-comings of following standards on prison management and how these new changes would allow the organization to grow and survive external criticism [community growth) as well as provide career success opportunities (paycheck, promotions, benefits) for the workplace.
• Ownership of the change – When we choose for ourselves, we are far more committed to the outcome and should be important for management to accept this for maximum impact of the proposed change.
• Creating positive energy – take an approach that deflects blame and wrongful performance but rather embraces positive designs with a positive destiny and allow employees to take the risks of leaving the past behind with aspirations of gaining something more than they currently have.

 

Role modeling and embracement of new practices (leadership) - Leaders believe mistakenly that they already “are the change.”

• Commit yourself to personally role modeling the desired behaviors
• Change in behavior and role modeling should be based on external factors and not those within themselves. Being what others want to be or see is more effective than what you want to see.

 

Reinforcing mechanisms to support proposed change with existing and new resources (support mechanisms) –

• Emphasize the importance of reinforcing and embedding desired outcome or changes in the organizational structure, systems, goals and objectives, and incentives. Incentives can be anything that includes money or better salaries, job survival and prolonged durations of successful delivery of benefits and performance motivational logic.
• Competition can be used as a motivator but be careful as particular care should be taken where changes affect how employees interact with one another within the organization creating fragmentation rather than unification.

 

Capability improvements e.g. training and skill abilities to make the desired changes (cultural diversity) –

Change-management outlines should emphasize the importance of building the skills and talent needed for the desired change.

• Managers attempt to drive performance by changing the way employees behave; they all too often neglect the thoughts, feelings, and beliefs that, in turn, drive behavior in the wrong direction causing failures.
• Good skill-building programs usually take into account that people learn better by doing than by listening. These programs are replete with interactive simulations and role plays, and commitments are made by participants regarding what they will “practice” back in the workplace.
• Make enhancements to traditional training approaches in order to hardwire day-to-day practice into capability-building processes.
• Training should not be a one-off event. It should be ongoing with a “field and forum” approach should be taken, in which classroom training is spread over a series of learning forums and fieldwork is assigned in between.
• Create real fieldwork assignments that link directly to the day jobs of participants, requiring them to put into practice new mind-sets and skills in ways that are hardwired into their responsibilities.
• Assignments should have quantifiable, outcome-based measures that indicate levels of competence gained and certification that recognizes and rewards the skills attained.
• These fieldwork assignments must be observed and evaluated by supervisors to allow growth and self-development based on feedback by those in the field.

 

Good intentions aren’t enough. This lack of follow-through from the tip of management to the lowest point in the workforce is usually not due to ill intent: it is because nothing formal has been done to lower the barriers to practicing new concepts, new behaviors and new skills.

 

The time and energy required to do something additional, or even to do something in a new way, simply don’t exist in the busy day-to-day schedules of most employees but should be included as part of the overall commitment to excellence it is this failure to create the space for practice back in the workplace dooms most training programs to deliver returns that are far below their potential or expectations.

 

Source:

 

https://www.mckinseyquarterly.com

 

Prison Corruption

The Rise & Fall of Corrections inside Arizona

By Carl R. ToersBijns, former deputy warden, ASPC Eyman Complex, Florence AZ

The primary cause of the failing adult prison system in Arizona will not be the internal weaknesses or even a break away from the agency’s mission or goals and objectives. Rather, it will be the deliberate deterioration of the masses under control [correctional officers and other public employees] that will cause it to plummet into catastrophic conditions while failing all public safety expectations.

Although it is with most certainty this will be clouded by biased arguments by those in power insisting in 20^th Century sensibilities and rationalizing it was the weakness of the systems that caused the failures and not human as it is proposed in these writings, the fact remains it was deliberate sabotage from the inside that caused the failure by design.

Corrections ability to meet public safety and mission statements are being negatively influenced for the worse and not the better plans or policies by those hired by the chief executive officer in charge. It is with high expectations this CEO works for the chief executive officer for the state and is paid according to his ability to wreak havoc and convert public [state] interest into private [CCA, GEO, MTC, etc] interests throughout the state.

The agency’s ability to withstand numerous failures without severe repercussions from those in power makes it easier to manipulate and destroy the agency from within and over time fragment all areas and services to the point of inefficiency and total chaos making it easier for the CEO to justify the means used to quell the disorder and use pre-determined final fiscal and economical resolutions already on the bargaining table.

Thus the ability to survive systemic malfunctions e.g. escapes, attempted escapes, disturbances, racial or hate crimes, deaths, suicides, assaults, delayed medical treatment, insufficient mental health services, excessive litigation and lawsuits etc. allows them to organize positive influence among those working in concert [chain of command] with the CEO and create a false confidence within the agency and generate instability to maintain strong unfair discipline, impact and lower staff morale, and deny capable leadership ultimately fragmenting the spirit and strength of the troops [correctional officers] working on two front lines of this confrontation [combat] with politics and prisoners.

In fact, it would be the unofficial co-sponsored adverse acts of these prisoners that would contribute to the overall success in decimating the agency’s effectiveness and gain trust from the powers to be in office, to convert public trust and ownership into contractual obligations to take over a failing and faltering ship to the private prison business for salvation and redemption of all concerned and involved in this matter.

Consequently it is logical to deduct that the acts of these prisoners who have been mistreated with “deliberate indifference” based on design will create mass undesirable and most violent and repulsive acts that were allowed to be well planned and organized by those considered being “reasonable partners of these designated covert allies.”

This is done in a quest for total loss of control and repugnant accountability of internal strife and eventual systems failures throughout the state warranting a new lease on life with long-term contractual obligations with friendly allies [private prison contractors] in the end and replacing state employees with private security guards and prison grounds kept and managed by private security contractors and associated vendors.

This is the final quest for such a plan in Arizona prisons. A more detailed paper will be written on this topic and all strategies, motives, actions and outcome expectations will be recorded as a matter of record in some time in the future as we put together this grand scheme to defraud Arizona and its public employees of their inherited future to be successful in public safety and maintain their full time employment status as public servants with according wages, benefits and opportunities.

We will identify those in a position to collaborate with the CEO in this strategic plan to turn public prisons into privately controlled prisons as well as all the services associated with such a venture making investors, stockholders and stock takers richer and stronger in political terms. 

October 26, 2012

 

 

A Broken Journey Veterans with Unseen Scars ~

Unseen Battle Scars

According to the National Consensus Statement on Mental Health Recovery, “Mental health recovery is a journey of healing and transformation enabling a person with a mental health problem to live a meaningful life in a community of his or her choice while striving to achieve his or her full potential.”

In my research on mental illness of prisoners and war veterans, I have come upon a link that worries me to no extent. Being a war veteran myself, I can related to many of those issues written about in these health magazines and surveys conducted by research on war veterans and the impact of such trauma inflicted during combat. To make sure everybody understands what we are talking about there must be one agreement. The wounds, whether physical, emotional or psychological are far beyond what you can see with the naked eye or mind. These scars inflicted during the times of battle last way beyond those times the person has left the combat arena behind and comes back to face their own problems coping in a different world than war. The concept of mental health soundness is how we think, feel, and behave. This includes adaptation to life and its demands and the ability to make good choices in every stage of your life with positive results.

Tracking the most difficult statistics to gather on this subject matter, we did glean that according to the Bureau of Justice facts, in 1998, there were an estimated 25,062,400 veterans in the U.S. population, including 225,700 veterans held in the nation's prisons and jails. That means that for every 100,000 veterans there were 937 incarcerated.  The number of veterans in prison or jail rose from 154,600 in 1985 to 225,700 in 1998, an increase of 46%.  Other facts reveal that 1 out of 6 incarcerated veterans were dishonorably discharged from the military. 1 out of 5 veterans in prison or jail reported seeing combat duty during their military service. Veterans accounted for 12% of all inmates in 1998, down from 21% in 1985.  In 1998, an estimated 56,500 Vietnam War-era veterans and 18,500 Persian Gulf War-era veterans were held in state and federal prisons.  Males comprised 99% of those veterans in prison and jail. (Bureau of Justice Statistics Veterans in Prison or Jail. January 2000.) [1]

 “Folks returning from combat have a constellation of health concerns, including physical issues, psychological issues and psychosocial issues concerning things like work and family,” said Dr. Stephen Hunt, national director of the U.S. Department of Veterans Affairs Post Deployment Integrative Care Initiative. “This is a population that has unique health care needs that need to be addressed,” added Hunt, who is based in Seattle. “It’s something that really needs to be done by a team. We can’t do it without the collaboration of other providers, and the knowledge and presence of the community.” [2]

The biggest mistake one can make is to group these health concerns into one group and address them with “one pill.”  There are many disorders present that don’t necessarily run parallel to the others and can often create conflict in the mannerism we function in life. Dealing with the aftermath of combat and dealing with the fatigue, pain, and dysfunctional memories of these events can create concentration problems as we deal with our daily strife and stress at work or with the family.  What appears to be a psychosis of self inflicted pain or make belief discomfort in their body, the reality of their psychosis is real as the combat trauma has impacted their nervous system and cognitive abilities in one way or another. Therefore, being under this constant barrage of “pain” the person’s ability to think straight is impacted if not impaired.

According to the research conducted there are several areas of the body that are impacting returning war veterans and that seems to delay or create lingering means to cope with the reality of post war relationships and life in general. Very common are the symptoms related to injuries to the body’s muscular systems as many experience chronic muscle pains in all areas of their bodies. According to an August study in the Journal of Pain, about 100,000 veterans of the Gulf War nearly 20 years ago have reported chronic muscle pain. Previous research indicated that regular, sustained exercise can help reduce that pain, which doctors encourage to help avoid disability. However, “A primary complaint of these individuals is chronic musculoskeletal pain (CMP). CMP symptoms in Gulf War veterans are similar to those reported by patients with fibromyalgia (FM), but have not received equivalent scientific attention.” [3]

Without a doubt, there are mental health issues whether acute or minor in nature, they are ever present because of post-traumatic stress disorder, and other symptoms of war like psychological effects.  A June study in the journal Archives of General Psychiatry found that one in 10 Iraq war vets develop serious mental problems, including violent behavior, depression and alcohol abuse. The study found that PTSD or depression seriously impaired daily functioning in 8.5 percent to 14 percent of these vets. Disabling on its own, PTSD is also linked to the development of physical illnesses for veterans as years pass. Researchers from Walter Reed Army Medical Center in Washington, D.C., reported this year that 54 percent of veterans with PTSD also had sleep apnea, compared with 20 percent of PTSD patients in the general population. PTSD in vets is also associated with a greater risk of developing dementia, according to a June study in Archives of General Psychiatry. [4]

Other areas of concerns for post-battle war veterans are exposure to the different gases or chemicals used during wartime to control crowds, to kill the enemy or to conceal their exposure when advancing into battle.  This has been linked to cardiac difficulties that will need to be addressed for very long periods of time. Then there are the most annoying or persistent cases of exposure to infectious diseases, fungus, bacterial and viral infections as well as parasite infestations. Just like jungle rot of the feet were attributed to Vietnam veterans, Leishmaniasis, a parasitic disease caused by the bite of a sand fly native to the Middle East, is a condition many gulf war veterans experience. Those infected suffer weight loss, fevers, headaches, muscle pain and weakness, anemia, and enlargement of the spleen and liver. It can be fatal if untreated, according to the Veterans Affairs agency. When it is all said and done, war veterans suffer from lack of motivation, irritability, anxiety and depression, headaches, memory loss and PTSD.

Sources:

[1] https://www.aca.org/government/employees.asp

[2]http://blog.quantumunitsed.com/2010/11/11/after-the-battle-7-health-problems-facing-veterans-psychological-psychosocial-and-physical/

[3] http://www.jpain.org/article/S1526-5900(09)00881-5/abstract

[4] http://archpsyc.ama-assn.org/cgi/search?fulltext=pstd+war+veterans