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Aggravated arson may be committed by the burning of any building anxiety 30000 effective 75 mg tofranil, vehicle anxiety symptoms brain zaps best tofranil 25mg, or shelter (including a tent) anxiety before period safe tofranil 25mg, either public or private anxiety eye symptoms proven tofranil 75mg, movable or immovable, where the offender reasonably believes it to be occupied by a human being. It may be inferred that the offender has such knowledge when the nature of the structure, as a Navy Exchange Store or theater during hours of business, are shown to have been such that a reasonable man must have known of the presence of human beings therein at the time. The actual presence of a human being in an inhabited dwelling at the time of the burning is not necessary to constitute the offense of aggravated arson. An inhabited dwelling also includes the outbuildings that form part of the cluster of buildings used as a residence. A naval vessel qualifies as a structure with regard to the elements of aggravated arson. The investigating agent will be tasked with determining whether or not the fire was intentionally set (arson). Welding/hotwork, electrical, mechanical, and other accidental causes must be evaluated/eliminated as the heat source of the fire. Physical evidence in a shipboard fire which occurs while the vessel is operational may, by necessity, have been destroyed or eliminated. With this concern in mind, commands tend to dispose of burned materials and possible evidence by washing it overboard. Because of this necessity, it is essential that the responding agents immediately identify all members of the damage control and fire fighting parties and seal the spaces in which the fire occurred prior to the initiation of any repairs. It should be noted that in order to complete this offense there need not be a malicious intent, nor must there be property of value burned. Explosions resulting from a fire will be investigated as a resultant act of the fire. Fires resulting from an explosion will be investigated under this subcategory, but will be investigated as an explosion vice a fire. Associated categories of wrongful destruction (6U), injury (7G), or death (7H) may also be appropriate. There are six (6) general motives for arson, as outlined in the "Crime Classification Manual," Douglas et. Statistically, the first four listed are the most common motives seen in the military environment. Vandalism-motivated arson is due to malicious and mischievous motivation that results in destruction or damage. The excitement-motivated arsonist is prompted to set fires because he craves excitement that is satisfied by fire setting. The types of arsonists included in this category are thrill seekers, attention seekers, recognition, and sexual perversion. Common targets of the excitement-motivated arsonist are dumpsters, vegetation, lumber stacks, construction sites, and residential property. The location of the fire will aid in identifying the motivation of the fire setter. A revenge-motivated fire is set in retaliation for some injustice, real or imagined, perceived by the offender. This offense may be a well-planned, one-time event, or the offender may be a serial arsonist taking revenge against society, with little or no pre-planning. Types of revenge-motivated arson include personal retaliation, societal retaliation, institutional retaliation, group retaliation, and intimidation. The female arsonist will generally attack targets in or close to the home, whereas the male will tend to attack targets away from the home environment. Arsonists who seek revenge against society may exhibit displaced aggression by choosing targets at random. Other offenders retaliate against institutions such as churches, government facilities, universities, or corporations. This motive presents a more complex problem to the investigating agent; he may very well be investigating more than one crime, with a fire having been set to destroy evidence associated with the first crime(s). Such situations could involve homicides, burglaries, or the fire could have been targeted at destroying documents that reveal fraud.
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Career military officers are not always attuned to these realities anxiety zoloft generic 25 mg tofranil, whereas civilian policymakers are anxiety symptoms returning purchase 75 mg tofranil. Awareness and flexibility with respect to this reality improve the quality and utility of military advice anxiety symptoms vs heart attack proven tofranil 50mg. The art of generalship at the highest levels must also encompass an ability to understand and adapt to different Presidential and secretarial leadership styles and modes anxiety 25 mg zoloft trusted tofranil 50 mg. Within a general interagency framework, each constructs decision settings composed of personalities and processes they find most helpful and congenial. These may, and often will, vary significantly from one administration to the next. At the four-star level, the ability to adapt to different civilian leadership styles is critical and may spell the difference between success and failure. These include interagency acumen, media savvy, a detailed understanding of congressional relations, a strong grasp of the defense planning, programming, and budgeting system, and skill in multinational environments. Normal career development patterns do not always provide opportunities to build these competencies. Sustained tenure in high-level command positions may also be a significant consideration. While the ultimate power of decision rests firmly in civilian hands, senior military officials have a duty to support effective and successful policy and strategy and to offer their best military advice and, if necessary, respectful dissent to help preclude strategic failure. As one senior four-star officer put it when interviewed for this study, "We have a sacred responsibility to provide best military advice. National security decisionmaking is a highly personal endeavor relying heavily on trust relationships. As much as possible, senior leaders will find it advantageous to maintain good working relationships with civilian partners, even-or perhaps especially-when they find themselves on opposite sides of the issue. If Afghanistan and Iraq are any guide, future wars will present national security decisionmakers with problems that will challenge their minds and souls. A lesson here for future senior officers is that there is no substitute for lifelong 415 Hooker and Collins learning. And while history does not repeat itself, there are age-old patterns that senior officers and politicians will always face. Sir Winston Churchill, writing in the years between the world wars, leaves us with this cautionary reminder: Let us learn our lessons. Never, never, never believe any war will be smooth and easy, or that anyone who embarks on the strange voyage can measure the tides and hurricanes he will encounter. The Statesman who yields to war fever must realize that once the signal is given, he is no longer the master of policy but the slave of unforeseeable and uncontrollable events. Antiquated War Offices, weak, incompetent or arrogant Commanders, untrustworthy allies, hostile neutrals, malignant Fortune, ugly surprises, awful miscalculations-all take their seats at the Council Board on the morrow of a declaration of war. Always remember, however sure you are that you can easily win, that there would not be a war if the other man did not think that he also had a chance. See "Costs of War," the Watson Institute for International Studies, Brown University, May 2014. A detailed accounting of the costs related to the campaigns in Iraq and Afghanistan is found in annex A of this book. Statistics provided from various sources including Central Intelligence Agency, the World Factbook, available at < Michael Howard and Peter Paret (Princeton: Princeton University Press, 1976 and 1984), book one, chapter one, 80. Feith, War and Decision: Inside the Pentagon at the Dawn of the War on Terrorism (New York: Harper, 2008), 371. Central Command, refers to the "Heroic Assumption"-the expectation that the liberation of Iraq would resemble the liberation of France in 1944. Kohn, "Out of Control: the Crisis in Civil Military Relations," the National Interest, no. Olin Institute for Strategic Studies, June 1997); and "The Erosion of Civilian Control of the Military in the United States Today," Naval War College Review 55 (Summer 2002). In the end, I only presented the President the course of action we selected-accelerated transition- and I believe that I should have offered him a wider range of options to meet his policy needs. In addition to weekly meetings of the National Security Council on Iraq, President George W.
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