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2005

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Conceptualisation Of Speleogenesis In Multi-Storey Artesian Systems: A Model Of Transverse Speleogenesis, Alexander Klimchouk Jan 2005

Conceptualisation Of Speleogenesis In Multi-Storey Artesian Systems: A Model Of Transverse Speleogenesis, Alexander Klimchouk

International Journal of Speleology

Conceptual and respective quantitative models of speleogenesis/karstification developed for unconfined aquifers do not adequately represent speleogenesis in confined settings. A conceptual model for speleogenesis in confined settings is suggested, based on views about hydraulic continuity in artesian basins and close cross-formation communication between aquifers in multi-storey artesian systems. Soluble units sandwiched between insoluble porous/fissured formations (common aquifers) initially serve as low permeability beds separating aquifers in a confined system. Conduits evolve as result of vertical hydraulic communication between aquifers across the soluble bed ("transverse speleogenesis"). Recharge from the adjacent aquifer is dispersed and uniform, and flow paths across the soluble …

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Cross-Formational Flow, Diffluence And Transfluence Observed In St. Beatus Cave And Sieben Hengste (Switzerland), Philipp Häuselmann Jan 2005

Cross-Formational Flow, Diffluence And Transfluence Observed In St. Beatus Cave And Sieben Hengste (Switzerland), Philipp Häuselmann

International Journal of Speleology

Observations in St. Beatus Cave and neighbouring caves revealed complex water flowpaths that can be used for explaining the behaviour of tracing experiments. The observations prove that even in vadose conditions, cross-formational flow, diffluences and transfluences are a quite common feature. Therefore, also the vadose karst has a very complex organisation.

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Servant-Leadership In A Changing Culture: Reflections On The Brazilian Context, Robson Moura Marinho Jan 2005

Servant-Leadership In A Changing Culture: Reflections On The Brazilian Context, Robson Moura Marinho

Faculty Publications

As in any other society, the principles of servant-leadership have an incontestable appeal to Brazilian corporate environment, but the term servant may not sound terribly attractive to people from the Brazilian culture. In fact, this is one of the struggles we face when spreading the servant-leadership philosophy among business corporations and Brazilian society at large. Recently, in a class on Leadership Teamwork for Masters students at University of Santo Amaro, in Sao Paulo, I strategically decided to explore the servant-leadership concept as the foundation of the course, so I outlined the topic on the course syllabus. As I introduced the …

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