Job DescriptionEmbry-Riddle Aeronautical University Prescott, College of Aviation,invites applications for Adjunct Faculty in support of our B.S.degrees in Applied Meteorology, Unmanned Aircraft Systems, AirTraffic Management, and Aviation Stress Management. Embry-RiddleAeronautical University’s Prescott, Arizona campus is respectedworldwide for cutting-edge instruction and training for tomorrow’saviation, aerospace, security and intelligence leaders. Prescott isa mile-high city and its climate reflects seasonable weatherexcellent for flying. Daytime averages are 80°F in the summer and45°F in the winter. At 5,000 ft. above sea level, it boasts a mildclimate, clean air, pristine wilderness areas, and nearby nationalforests. The university is a small, private, residential universityin the mountains of Arizona with approximately 3,500 students.Staff/faculty/student interaction is highly valued and is a centraltheme of our campus. It is located 100 miles north of Phoenix and120 miles south of the Grand Canyon.Description:Applied Meteorology teaching assignments may include, butnot be limited to, Survey of Meteorology, Aviation Weather,Satellite and Radar Weather Interpretation and Survey ofMeteorology Lab. The selected candidate must have a Master’sDegree, preferably in Meteorology or Aviation- Weather relatedfield. A Ph.D./doctoral degree and teaching experience is highlydesirable.Unmanned Aerial Systems teaching assignments may include,but not limited to core courses which focus on the technologies ofUnmanned Aircraft Systems (UASs); governmental and private sectorapplications of UAS to meet mission needs, and operations withinthe architecture of the current national airspace and federalaviation regulations. Additionally, knowledge of private,instrument, and commercial pilot operations is required. Theselected candidate(s) must have a Master’s Degree, preferably inUnmanned Aircraft Systems or Aeronautical Science. A doctoraldegree preferred with applicability to the aviation related fieldsof study, experience in higher education, industry, or governmentaleducational setting; Commercial Pilots License, Certified FlightInstructor Certificate or Fundamentals of Instructing testcompeted.Air Traffic Management teaching assignments may include, butnot be limited to Air traffic Basics I and II, Introduction to AirTraffic Control Tower, Introduction to Terminal Radar Operations,& En-Route Terminal Radar Operations. The applicant must alsohave experience with simulation and training software such asMetacraft, SimSuite, and Prepar3D. The Selected Candidate(s) musthave a Master’s degree in technical aviation-related field andapplicable previous work experience. Previous teaching experienceis preferred.Aviation Stress Management teaching assignments may includeteaching Aviation Stress Management and University Success Courses.The candidate must possess an understanding of stress on the humancondition (physically, psychologically, and emotionally), personalresponses or tendencies when stressed, and the ability to teachpractical tools, concepts, and techniques to effectively managestress and human physiology. A master’s degree in Education orHuman Factors or psychology with professional experience in StressManagement required.QualificationsSpecific qualifications are listed above by area.Interested individuals should submit an application, cover letterand resume/curriculum vitae clearly showing that the applicantmeets the minimum qualifications. Please include unofficialtranscripts and three professional references with contactinformation.
Harvard is a place of high academic realms, where scholars tackle complex issues that would confound many observers.For instance, Emil Aamar is a fellow at Harvard Medical School who studies molecular genetics in zebrafish. Diane Truong, a graduate student in chemistry, investigates evolution on a molecular scale. Yiqiao Tang, finishing a third year of doctoral work in physics, works in a lab that takes images of single molecules, and traps nanoscale objects in solution.But hold those deep thoughts.Aamar, Truong, and Tang — all strangers to one another two weeks ago — recently took a break from their brainy disciplines. From July 20 to 30, they were among 58 Harvard graduate students and fellows who took part in a “case competition” co-sponsored by the Harvard Graduate Consulting Club. Their mission: Learn to think, act, and present like consultants.Consultants are the outside experts whom businesses hire — at handsome fees — to explore key problems. They are a major pillar in a world driven by dollars and cents and data. They also can be models of how to work fast, hard, and in well-tuned teams to present results on a deadline.“I’m a freshman at this,” said Tang, a member of Harvard Team 1 with Aamar and Truong. Consulting is new to him, but he’s eager to explore it as a way to market his expertise someday.Filling out Harvard Team 1’s roster was Kartik Balachandran, a postdoctoral fellow at the Harvard School of Engineering and Applied Sciences. He studies tissue engineering for cardiac muscles.During the competition, teams from Harvard and the Massachusetts Institute of Technology (MIT) were given a business “case” — a problem — to solve. They had 10 days to investigate data, conduct interviews, arrive at solutions, and summarize their findings in brisk presentations.The 58 competitors from Harvard represented many disciplines, including chemistry, physics, engineering, medicine, public health, and government. Five were from the Harvard Extension School, 19 were Ph.D. students, 21 were postdoctoral fellows, and one was a Harvard instructor. Competition wrapped up with a daylong slam of team presentations in front of a dozen consultants, who threw back praise, criticism, and hard questions. In the spotlight were 12 teams from Harvard and eight from MIT.In the end, MIT teams captured the top two prizes, and Harvard Team 10 took third place. (On that team were Sabine Akabayov, Heather Bowerman, Vasileios Papapostolu, Xuefang Xie, and Tingting Zhang.)Tang was not bothered by the results. After all, his team was one of the competition’s five finalists. And, more important, all had learned something. He said that consulting skills — how to research, how to make quick decisions, how to work fast — transfer to every discipline.Then there was a lesson in the power of teamwork, said Truong — which is not always the way researchers operate. She and her teammates spent up to three hours a day preparing for a 10-minute presentation.The competition is “the perfect forum” for young experts who are curious about consulting but know little about it, said Prashant Raghavan, the co-president of the Harvard consulting club, which has 400 active members and offers a popular “mini-MBA.”“Consultants are problem solvers,” said Raghavan, a postdoctoral fellow at Harvard Medical School. His own interests are proof of the club’s non-business origins: He studies stem cell regulation in roundworms.The competing teams interacted twice with professionals. Harvard Team 1 met with McKinsey & Company consultant Chris Rezek in a sun-filled seminar room in Maxwell-Dworkin. Consultants bring speed, data, focus, and intellectual rigor to a client’s problem, said the MIT grad and Yale M.B.A. “You’re giving them transparency,” he said, and enough background to make a big decision.Shelby Clark, M.B.A. ’10, agreed on the value of consultants. Of his own company, he said, “It’s hard for us to pull back and ask the important questions sometimes.” Clark is CEO and founder of RelayRides, a Cambridge transportation startup launched this summer. The company provided the competition’s case: What is the best way for this fledgling operation to expand?RelayRides bills itself as “the world’s first person-to-person car-sharing community,” an eco-friendly, cheaper answer to Zipcar. The idea is that motorists are paid to let screened drivers use their cars, which otherwise sit idle in driveways and garages. Borrowers pay no annual fee, get low hourly rates, and are shielded by a company-supplied insurance program.The RelayRides expansion puzzle was presented on the first day of the case competition, when novice consultants from both schools gathered in Harvard’s Tsai Auditorium to meet their teammates.They got a primer in consulting, too. Among the lessons: Think as a team starting on the first day, since teamwork is the engine of fast action. Pick a group leader. Develop messages that are coherent, direct, and concise. Make presentations crisp and creative. Get research where you can, including from experts.“Consulting is a people business,” said Harvard biochemist Ethan Karp, who helped deliver the first-day primer. He’s the onetime president of the graduate consulting club and founder of the Harvard Volunteer Consulting Group. He will soon join McKinsey & Co.Rezek agreed, calling consultants “a big value” who multiply expertise. He imagined a business that just hired consultants. “They’re hiring four people,” said Rezek, “but they’re getting 16,000 people from around the world.”Said a hopeful Aamar, speaking for the young experts of the future: “We are looking for such positions.”
By Dialogo January 15, 2013 The European Union said on January 11, it is giving Haiti another 30.5 million euros ($40.7 million) in aid, three years after the Caribbean country was devastated by a massive earthquake. The quake killed around a quarter-of-a-million people with hundreds of thousands still living rough and exposed to a crime wave, a cholera outbreak and hurricanes. “The EU remains committed to helping Haitians in need and the country with its reconstruction,” said Kristalina Georgieva, the EU’s Commissioner for International Cooperation, Humanitarian Aid and Crisis Response. “We need to continue with our efforts to give Haiti a chance to rebuild itself as a country much stronger than before the earthquake,” she added ahead of a visit to Haiti this weekend. Haiti is the largest beneficiary of the European Commission’s humanitarian aid in Latin America and the Caribbean, with more than 260 million euros ($347 million) provided since 1995.
By Claudia Sánchez-Bustamante, Diálogo May 29, 2018 As commander of U.S. Marine Corps Forces, South (MARFORSOUTH) since May 2017, Major General David G. Bellon has strengthened bonds of friendship with partner nation navies and naval infantries in Latin America and the Caribbean. Diálogo talked to the commander as he gets ready to oversee the deployment of the 2018 Special Purpose Marine Air-Ground Task Force to provide humanitarian assistance, disaster response, and engineering support to Central America, Colombia, and the Caribbean. Diálogo: What is MARFORSOUTH’s main focus in Latin America and the Caribbean in 2018? Major General David G. Bellon, commander of MARFORSOUTH: We have two priority focuses, I would say we have a day job and a crisis response responsibility. For the crisis response job, for half the year, we support a force at the request of the combatant commander [U.S. Navy Admiral Kurt W. Tidd, commander of U.S. Southern Command], called the Special Purpose Marine Air-Ground Task Force (SPMAGTF). As marines, we task organize for every job, and our philosophy is to come self-deployable. We have everything we need to do the job we’ve been tasked to do. We’ve been organized into a Marine Air-Ground Task Force with a special purpose. In SOUTHCOM, we have a SPMAGTF that has been designed, trained, and equipped to do crisis response, humanitarian assistance, and disaster relief. It’s for the people of the region, our partners and friends, we have a force that’s poised and ready to go to alleviate human suffering in the event of a natural disaster, human disaster, whether it’s a hurricane or earthquake, or something else. We’re poised and ready to go for six months of the year, primarily during hurricane season. That force is deployed into Soto Cano, Honduras, but they’re distributed all over Central America, Colombia, and the Caribbean. They also have a day job, so when they’re not pivoting to crisis response, they work with our partners and listen to their needs within their own forces to help build their capacities so that we can contribute to the conditions to establish rule of law. Diálogo: Does the special purpose change or is it always focused on humanitarian assistance and disaster relief efforts? Maj. Gen. Bellon: For the crisis response element, primarily we’re organized to provide humanitarian assistance and disaster response. But there could be other missions that we could be given, you never know. They have a pretty wide skill set, but they’re really trained on humanitarian assistance. Diálogo: What is your biggest concern in terms of regional security in Central America, South America, and the Caribbean? Maj. Gen. Bellon: Regional security really comes down to rule of law. Not to focus too much on drugs, but using drugs as an example, most people in the United States perceive problems in a northward trajectory, meaning drugs, people, and bad stuff coming north into the United States. What they don’t understand is that the byproduct of that flow to the north is a lot of weapons and money going south. This is fomented by this transregional organized crime. That money flow and those organized criminal networks make it very difficult for our partners to establish rule of law, very difficult. That’s what prevents the hemisphere from moving forward, and that’s the primary threat to our friends and partners in the region. Diálogo: What is the importance of joint, regional collaboration among partner nations to achieve security in the region? What joint, regional strategies are in place to achieve this? Maj. Gen. Bellon: From a U.S. Marine Corps perspective, we have been invested for decades in Latin America and the Caribbean, and by that I mean we have been partnering very closely with the Colombian marines, with the Chilean marines, with the Brazilian marines, with the Peruvian marines, and they have all ascended to first-world, primary, very capable, very professional forces. At this time in history we’re seeing them assume significant regional leadership roles. Chile and Colombia both deploy training teams into Central America with us. Mexico is poised and ready to take a leadership role regionally to train and deploy forces. At this time in our history, it’s time to be collaborative, to share the responsibility, to share the leadership, for us to listen to one another and to provide the best conditions possible for our partners to be able to establish rule of law and have a way to move forward. Diálogo: What joint regional strategies are in place to achieve this? Maj. Gen. Bellon: In the same vein of acknowledging the obvious leadership positions of Chile, Colombia, and Mexico; this summer , for the first time, we have offered to share the command of the SPMAGTF with those countries. Colombia, the Colombian Marine Corps, will be the deputy commander of the SPMAGTF for the first time. Chile will have an officer, at least one, participating this summer with the MAGTF, and hopefully, so will Mexico. It’s a historic first step, and it’s an acknowledgement of the professionalism of their forces. We know we’re better working with them. It’s also important to mention that the Brazilian Navy is taking a leadership role in observing how UNITAS–one of the U.S. Navy’s longest-running exercises–changes the paradigm. They are beyond the traditional training model of the past 60 years in which we get together every other year. These navies and marines have advanced to such a stage that they’re ready to be operational. We went down to Brazil to try to seize an opportunity and build a force capable of providing assistance to our friends in the region. Brazil is leading the initiative of a table-top exercise, in which there are no troops, but we work together on scenarios. They’re looking at potentially converting UNITAS Amphibious in 2019 from an exercise force to a force that is designed, ready, and prepared to provide assistance in the event of another hurricane strike in the Caribbean, for example. That is a major shift for which Brazil is taking a historic leadership role in our region, just like Chile, Colombia, and Mexico, and Peru are doing already. Diálogo: How do events, such as the Marine Leaders of the Americas Conference 2018, help strengthen our bonds and benefit the collaboration between the U.S. Marine Corps and those of Mexico and our regional partner nations? Maj. Gen. Bellon: The primary thing is that it gets the leaders together for more than a single meeting. By that I mean that leaders are together for days during trips, so the personal relationships really grow. Those personal relationships among leaders are critical because they foster an atmosphere of honesty. When you can speak honestly and express the equities of each country and its people, you can see where they overlap in order to work together. We fortunately overlap way more than we’re separated. When you can spend enough time together to establish personal relationships and acknowledge the trust and common interests of our people, then you can get to real solutions. It’s more difficult when you do one-day visits here and there because we’re not all there. This is an opportunity for the leaders to get together every other year and discuss, ‘This is how I see the region. These are the interests of my people. I’m listening to what the interests of your people are and how you see the region so we can get together to discuss what we can do together’. Brazil is stepping up and taking a leadership role with UNITAS. Colombia, Chile, and Mexico are stepping up and taking a leadership role in Central America. These are all byproducts of a little bit of trust flowing among those countries. Diálogo: Were any significant agreements made at MLAC 2018? Maj. Gen. Bellon: Yes, typically we have the big meetings, where we’re all together, and then there are smaller side meetings, bilateral or trilateral meetings, where we talk specifics. During those, Mexico, for example, may come and say, ‘We want to be more of a regional trainer. We have very good schools, and we’d like you to come to our schools more’. Those types of conversations happen at these events. Colombia has phenomenal expertise in riverine operations, and they have a very good school in Turbo. They offered to have other countries come to their school, so those conversations took place. We also talked about sharing the leadership of the SPMAGTF and eventually moving it onboard ships, like what Brazil is about to do with UNITAS. Those are the types of agreements that are in early stages of development, mostly based on personal trust and relationships. Diálogo: Having been in this role since May 2017, how has your perspective of the region changed since you assumed command? Maj. Gen. Bellon: Generally speaking, it’s been my experience in other places where you’re at war, that the best you can expect to achieve in a combat environment is a temporary alignment based on immediate needs. Whereas, here we’re not at war and we’re able to talk generationally. What you have in our region is this values-based alignment that already exists based on our common history and heritage. Truly—between the values, orientation, and heritage of our people–we have way more in common than we have different. That’s true from Alaska all the way down to Punta Arenas, so when you start with that, it opens up potential. That’s culturally. Factually, what you have in this region are expanding economies, expanding populations, access to natural resources, and a cultural value of education. All of these countries, hopefully including the United States, are all advancing and they’re going to be a part of the future of this planet in a big way. What’s interesting is that now we talk about issues, such as how to stop illegal fishing. Illegal fishing is a global problem that’s going to affect our grandchildren. What role do we play in that? How about deforestation? How about illegal mining? How about the flow of drugs and guns going not only in both directions, but north, south, east, and west? When you have people that have a bright future they’re more invested in solving problems for the next generation. Diálogo: How are the security concerns in Latin America and the Caribbean unique and different from those in your previous roles? Maj. Gen. Bellon: In other places, in my personal history, like Iraq and Afghanistan, you have open warfare. In Latin America and the Caribbean, it’s more about trying to set the conditions for the rule of law. The people want to live freely and they want to have individual rights that are common with democracies. They want to have free open economies, they want to have trade. But what really jeopardizes that is the vast amount of criminal networks that span the entire region. With the amount of money that flows through those networks there’s a corresponding amount of violence. That money buys murders. The hard reality is that this region—our region—has the highest murder rate in the world by far. It’s really hard to raise your people up and to think generationally if all you’re trying to do is get your kids to survive to adulthood. That’s the problem set we have here as opposed to open warfare that you might have somewhere else. Diálogo: What is the importance SPMAGTF’s long-term vision as you mentioned above? Maj. Gen. Bellon: When I talk to our own navy, the U.S. Navy, the U.S. Marine Corps, we are acknowledging that there are navies like Peru, Chile, Colombia, Brazil, Mexico, Honduras that are building and buying ships, and they have aspirations to be a very regional force, but navies are very expensive, and I might be able to buy and build one ship, so we should see that ship working in partnership with a ship from one of our partners and being able to work together. That’s easy to say, but hard to do. The only way you get to that is by having a common mission and sailing together to provide a common capability. That’s why Brazil stepping forward and offering to explore the possibility of [leading] UNITAS, not as a scripted exercise, but as a mission-capable force that potentially sails out as a task force, such as others that already exist in other places on the planet. That’s at a much higher level of sophistication, but if we can get to that within the region then we can work together to solve problems that individually we can’t. That’s the key to our future. Diálogo: Is the idea to make this a humanitarian aid task force, like Continuing Promise? Maj. Gen. Bellon: This is a developing concept and it takes a sophisticated navy to be a thought leader. Brazil is a very sophisticated navy. What they’re exploring is to exercise the concept so we can determine correctly what the potential is. The initial thought is this force would come together, particularly during a high-risk hurricane season, for example, and that these modern, first-world, very capable navies would embark humanitarian assistance capability on them to project that capability to alleviate human suffering in the region if a hurricane hit again, like we had last year , and the year before that. We know it’s going to happen. People are just assuming their rightful leadership roles in the region, and saying, ‘We have this capability. Let’s work together to make this a better place for all of our people.’ Diálogo: Anything you’d like to add for our regional readers? Maj. Gen. Bellon: The biggest take away that I’ve taken from my time here is the potential the region has. When you start from a common place of values, where families from one country agree to basic values as families from another country and another country, there’s cultural alignment. There is a real appreciation of education, science, technology, and development. Just as critically, people feel a global responsibility in this region. This is manifested in their militaries, and [this is true] for me and for many of us in our navies and naval infantries. When you hear these exercises of concepts and people working together, it’s a direct reflection of the people of their country. I’m very encouraged. As I prepare to eventually go into another job, the message I will take is there is great potential of the people of this region.
continue reading » 17SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Charting the future of financial services technology is perhaps the challenge of this era for credit unions.To further underscore that point, Mark Sievewright, founder of Sievewright & Associates, repeated a line from his speech to the co-located CUNA Technology Council and CUNA Operations & Member Experience Council Conferences.“The pace of change in technology is now as slow as it is going to get,” Sievewright says. “Got that?”Sievewright’s tips for course-charting include:Transform your branches. Consider a new look and staffing for branches, he says. The future branch will be tech-abundant, have fewer people, and a smaller footprint.
One partnering agency joined this project because it wants to make renewable energy viable for all. “You’re actually doing your part to save the planet and you save money at the same time. This is the future. It’s really awesome to be, to see the future coming into the Southern Tier,” said Binghamton City Councilman Joe Burns. TOWN OF CHENANGO (WBNG) — A groundbreaking project was unveiled in the hills of the Town of Chenango Thursday. “People tend to think of environmentalism as a luxury good sometimes and that’s not something we like. So, we like to give working families an opportunity to participate in the greening of the US economy,” said Vice President of Citizens Energy Coalition Michael Kennedy. All 16,600 panels collect sunlight as energy, which is stored in NYSEG’s energy bank. Those signed up for the program see the benefits. “You receive solar credits on your bill every month. That offsets the electricity that you actually use,” said Flint. “The dedication of Broome County’s first large-scale community solar array. This is a project where any NYSEG customer can get 20 percent off their annual electricity costs,” said Director of Clean Energy Programs Adam Flint. The project was started four years ago, when Marie and Steve Lamb decided to allow family lands to be used to help the community. The hope of local leaders is that even those slightly hesitant of the idea will see the benefits, for themselves, the community and beyond. “It’s really a land-locked piece of land. There was nothing that we could really do with it. So when this opportunity came up we were very happy,” said Marie Lamb.
– Advertisement – But he has said that he will keep tax cuts in place for other households, including those in the middle class, and he has promised that no one making under $400,000 will pay higher taxes.Over all, Mr. Biden’s proposals would increase tax revenue by an estimated $3.4 trillion over a decade, according to an analysis by the Penn Wharton Budget Model at the University of Pennsylvania. Eighty percent of the increase would fall on the top 1 percent, according to the analysis.- Advertisement – But notably, he has declined to support the Green New Deal, a sweeping climate plan embraced by progressive groups and criticized by Republicans, though his website calls it a “crucial framework.”And while Mr. Trump has accused Mr. Biden of wanting to “ban fracking,” Mr. Biden has repeatedly said he will not do so. Instead, he has proposed ending the permitting of new fracking on federal lands, but he is not proposing a national ban.During the last presidential debate, Mr. Biden also said he would push the country to “transition away from the oil industry” and end federal subsidies. He later tried to clarify his remarks saying, “We’re getting rid of the subsidies for fossil fuels, but we’re not getting rid of fossil fuels for a long time.”- Advertisement – As a result of lower wages and investment returns, the Penn Wharton analysis found that the after-tax income of households earning under $400,000 would decrease by 0.9 percent on average. But there would be a far steeper average drop in after-tax income for households earning above $400,000: 17.7 percent.The Biden campaign has argued that the Penn Wharton analysis presents an incomplete picture because it does not take into account a number of tax-related proposals put forth by the campaign that it says will benefit those in the middle-class.Climate ChangeMr. Biden laid out a plan over the summer to spend $2 trillion to develop clean energy and eliminate emissions from the power sector by 2035. In addition to the coronavirus pandemic, the resulting economic crisis and racial injustice, he has referred to climate change as one of four “historic crises” that the United States is facing.- Advertisement –
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Kazakhstan’s two main cities of Almaty and Nur-Sultan went into lockdown on Thursday to combat the coronavirus pandemic.The army and police blocked roads leading into Almaty — the oil-rich Central Asian country’s usually bustling business hub — using armored vehicles, barriers and concrete blocks.Troops and police manned checkpoints as medics checked the temperatures of car passengers and recorded their names. Topics : According to the latest official count, Kazakhstan has 44 confirmed cases of coronavirus infection — 19 in Almaty and 25 in Nur-Sultan.Almaty has 1.8 million residents and Nur-Sultan has around 1 million, according to official figures.The vast country that borders Russia and China has adopted some of the toughest measures among former Soviet countries and has earlier announced a state of emergency, set to last at least until April 15.”We ourselves are thinking where this all came from and if this is going to last a long time,” said Valentin, a security guard who was commuting to work in Almaty on Thursday.”Don’t get sick, Almaty,” he added, before driving off. The Kazakh authorities plan to block entry and exit routes to Almaty from Sunday, along with similar restrictions for the capital Nur-Sultan located some 1,000 kilometers further north.The streets in Almaty were mostly empty on Thursday except for queues of people outside some pharmacies.”Infection is a really cunning enemy,” said Mira Ruziyeva, a vet, who was passing through a road block into the city.”I for one understand the situation is serious. We all need to show self-discipline and carry out instructions,” she said.
NewsHub 9 November 2017Family First Comment: No surprises. It’s called dope for a reason.“Chronic marijuana use in adolescence was negatively associated with achieving important developmental milestones in young adulthood.”Teenage boys who smoke a lot of weed might have trouble finding a wife, new research has found.Researchers in the US tracking more than 1000 young adults over two decades found men who habitually used alcohol or marijuana in their teens were less likely to get married.They were also less likely to go to university or have a full-time job, says study author Elizabeth Harari of the University of Connecticut.“Chronic marijuana use in adolescence was negatively associated with achieving important developmental milestones in young adulthood.”Marijuana and alcohol use by young women on the other hand had no effect on their marriage or employment status, but did make them less likely to go to college or earn high wages.“Awareness of marijuana’s potentially deleterious effects will be important,” says Dr Harari, with a growing trend towards decriminalisation and legalisation across the US and the world.READ MORE: http://www.newshub.co.nz/home/health/2017/11/marijuana-blunts-boys-marriage-prospects-study.html