A Horrid and nasty design flaw in nuclear reactors!

April 14, 2011 at 8:51 am | Posted in Questions, Quotabull, Serve and Protect | 1 Comment

The nuclear disaster in Japan has shown that there is a fundamental  design flaw in most if not all nuclear reactors that us humans have built. There is no manual emergency release wheel to separate the fuel rods from each other!
Indeed, these nuclear reactors rely on electric systems to separate fuel rods from each other in emergencies. the more one separates the fuel rods from each other less nuclear reactions happen! As Japan has shown, when the electricity goes down, the reactor blows up! this happens because there is no manual release wheel someone can turn to separate the fuel rods from each other in an emergency!

A Design flaw that will be expensive to fix at all the current reactor sites around the world, but can be incorporated into any new nuclear reactors built. It looks like that manual release wheel would have saved lives in Japan, and reduced the damage, if it had been installed on those reactors there.

Instead we have what we have, a nation irradiated beyond belief so some corporate owners could enjoy more profit at the expense of safety, people and the lands and waters. How utterly horrid and barbaric that truly is.

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  1. Wow! That’s what I have to say about this book, after having been raised in the Dale Carnegie “How to Win Friends and Influence People” and Maxwell’s “21 Irrefutable Laws of Leadership” School of human relations. That school of thought prescribes that you treat others with respect and dignity, expect the best of others, protect others, and lead through positive example.

    What lead me to this book is not everyone responds to the above, and whenever I encountered deception, insincerity, or deceit, I always assumed it was a result of my personal leadership shortcomings.

    After reading this book, I think I’ve experienced my share of invalidators, both those I’ve worked for, and subordinates (who attempt to use the invalidation techniques described in the book to subtly manipulate). And in retrospect, I’ve probably been guilty of some of the invalidation techniques described in the book.

    Just as Carter states in the book that some people have personality disorders, and some people are criminals AND have personality disorders (i.e. the former doesn’t excuse the latter), he also makes the distinction of those who unintentionally slip into invalidation behavior, and those who are hardcore, guilt-free INVALIDATORS.

    BOTTOMLINE: I’d highly recommend this book to anyone trying to understand others, whether for leadership or just to improve personal relations. It’s a quick read and Carter’s writing style is engaging and entertaining while remaining of topic.


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