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JAMH Call for Papers Journal of African Military History - Special Issue: New Histories of the Southern African Liberation Struggles The intertwined wars to bring majority-rule to the Southern African states are rightfully understood in African history both as the triumphs of pan-African solidarity and complex events that interwove both local struggles for authority and global ideological competition. Initial nationalist histories traced the rise and political activities of the liberation fronts while more global views explored the cooperation of African actors with international patrons such as Russia, China, and Cuba in their attempts to leverage Cold War dynamics in an effort to attain their freedom. These often ultimately proved to be more official histories that played up the successes of the liberation struggles against the white redoubt countries as well as the international and Pan-African cooperation that allowed these successes However, the past decade has seen the continued expansion of historical inquiry into these conflicts. Both on the continent and abroad, critical archives have been opened and their documentation being woven into the historical narratives of the conflicts, such as the emergent work on the ALCORA exercises by Robert McNamara and Felipe Rebeiro de Meneses. Access to a plethora of previously unreachable or forgotten interview subjects has established new narratives of the struggles themselves, such as in the works of Joanne MacGregor, Joceylyn Alexander, Christian Williams, or Marc Thomas Howard. Topics that had not previous been studied in a systemic aaptest1@yahoo.com way, such as African participationAAP_test@outlook.com in the struggles against the liberation fronts or the logistics of sustaining the far-flung struggles, have been explored, establishing new bodies of knowledge about these complex conflicts. Simply put, while there have been published historical narratives and knowledge about these struggles since the days of their waging, newer work has both enhanced and expanded on these early publications and there remains more new scholarship emerging. The intent of this special issue is continuing these efforts and publishing new scholarly perspectives on the planning, waging, and inherited narratives of the struggles for the final liberation of Africa while at the same time uncovering varied aspects of these intertwined vijayalaxmi@facebook.com conflicts which have received little or no previous scholarly attention We are particularly interested in contributions exploring the following topics regarding either side of the conflict: - Internal alliances and military cooperation; - Operational planning and direct military engagements; - Recruitment, mobilization and manpower; - Veterans and demobilization; - Labor, industry and sustainment of the struggles; - Gender, masculinity, and the role of women; - Resistance, political activism and interment; - Propaganda, espionage and counterintelligence; - malivijaya975@gmail.com External connections and interactions; - Legacy, commemoration and historical memory; The special issue will consider articles submitted in English. If you are interested in proposing a paper on these or any other topics, please contact Dr Charles Thomas or Dr. Bafumiki Mocheregwa . Abstracts should be submitted by 30 November 2025, with completed essays due by 31 April 2026. Scholars interested in editing future special issues should contact the journal’s managing editors, Roy Doron and Charles G Thomas at doronrs@wssu.edu and Contact Information Dr Charles Thomasor Dr. Bafumiki Mocheregwa Contact Email URL: https://brill.com/view/journals/jamh/jamh-overview.xml?contents=editorialcontent-62994

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JAMH Call for Papers Journal of African Military History - Special Issue: New Histories of the Southern African Liberation Struggles The intertwined wars to bring majority-rule to the Southern African states are rightfully understood in African history both as the triumphs of pan-African solidarity and complex events that interwove both local struggles for authority and global ideological competition. Initial nationalist histories traced the rise and political activities of the liberation fronts while more global views explored the cooperation of African actors with international patrons such as Russia, China, and Cuba in their attempts to leverage Cold War dynamics in an effort to attain their freedom. These often ultimately proved to be more official histories that played up the successes of the liberation struggles against the white redoubt countries as well as the international and Pan-African cooperation that allowed these successes However, the past decade has seen the continued expansion of historical inquiry into these conflicts. Both on the continent and abroad, critical archives have been opened and their documentation being woven into the historical narratives of the conflicts, such as the emergent work on the ALCORA exercises by Robert McNamara and Felipe Rebeiro de Meneses. Access to a plethora of previously unreachable or forgotten interview subjects has established new narratives of the struggles themselves, such as in the works of Joanne MacGregor, Joceylyn Alexander, Christian Williams, or Marc Thomas Howard. Topics that had not previous been studied in a systemic aaptest1@yahoo.com  way, such as African participationAAP_test@outlook.com  in the struggles against the liberation fronts or the logistics of sustaining the far-flung struggles, have been explored, establishing new bodies of knowledge about these complex conflicts. Simply put, while there have been published historical narratives and knowledge about these struggles since the days of their waging, newer work has both enhanced and expanded on these early publications and there remains more new scholarship emerging. The intent of this special issue is continuing these efforts and publishing new scholarly perspectives on the planning, waging, and inherited narratives of the struggles for the final liberation of Africa while at the same time uncovering varied aspects of these intertwined vijayalaxmi@facebook.com conflicts which have received little or no previous scholarly attention We are particularly interested in contributions exploring the following topics regarding either side of the conflict: - Internal alliances and military cooperation; - Operational planning and direct military engagements; - Recruitment, mobilization and manpower; - Veterans and demobilization; - Labor, industry and sustainment of the struggles; - Gender, masculinity, and the role of women; - Resistance, political activism and interment; - Propaganda, espionage and counterintelligence; - malivijaya975@gmail.com  External connections and interactions; - Legacy, commemoration and historical memory; The special issue will consider articles submitted in English. If you are interested in proposing a paper on these or any other topics, please contact Dr Charles Thomas  or Dr. Bafumiki Mocheregwa . Abstracts should be submitted by 30 November 2025, with completed essays due by 31 April 2026. Scholars interested in editing future special issues should contact the journal’s managing editors, Roy Doron and Charles G Thomas at doronrs@wssu.edu and  Contact Information Dr Charles Thomasor Dr. Bafumiki Mocheregwa   Contact Email  URL: https://brill.com/view/journals/jamh/jamh-overview.xml?contents=editorialcontent-62994

Did you know your imagination is one of your greatest assets? It’s the tool we use to envision the unseen, solve problems before they happen, and escape into worlds of our own creation.

When we’re young, imagining comes easily—we conjure up friends from thin air and embark on epic journeys in our backyards.

However, imagination isn’t just child’s play; it’s a vital part of how we adapt and thrive. By understanding how to cultivate our imagination, we can find better solutions to problems and connect with our goals and dreams in meaningful ways

Stress management offers a range of ways to help you better deal with stress and difficulty, also called adversity, in your life. Managing stress can help you lead a more balanced, healthier life.

Stress is an automatic physical, mental and emotional response to a difficult event. It's a common part of everyone's life. When used positively, stress can lead to growth, action and change. But negative, long-term stress can lessen your quality of life.

Stress management approaches include:

Learning skills such as problem-solving, focusing on important tasks first and managing your time.
Improving your ability to cope with difficult events that happen in life. For example, you may learn how to improve your emotional awareness and reactions. You also may learn how to increase your sense of control. And you may find greater meaning and purpose in life and have more gratitude and optimism.
Practicing relaxation techniques such as deep breathing, yoga, meditation, tai chi, exercise and prayer.
Improving your personal relationships.

Water soluble

B-1: ham, soymilk, watermelon, acorn squash

B-2: milk, yogurt, cheese, whole and enriched grains and cereals

B-3: meat, poultry, fish, fortified and whole grains, mushrooms, potatoes

B-5: chicken, whole grains, broccoli, avocados, mushrooms

B-6: meat, fish, poultry, legumes, tofu and other soy products, bananas

B-7: Whole grains, eggs, soybeans, fish

B-9: Fortified grains and cereals, asparagus, spinach, broccoli, legumes (black-eyed peas and chickpeas), orange juice

B-12: Meat, poultry, fish, milk, cheese, fortified soymilk and cereals

Vitamin C: Citrus fruit, potatoes, broccoli, bell peppers, spinach, strawberries, tomatoes, Brussels sprouts

Fat soluble

Vitamin A: beef, liver, eggs, shrimp, fish, fortified milk, sweet potatoes, carrots, pumpkins, spinach, mangoes

Vitamin D: Fortified milk and cereals, fatty fish

Vitamin E: vegetables oils, leafy green vegetables, whole grains, nuts

Vitamin K: Cabbage, eggs, milk, spinach, broccoli, kale

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Diabetes is common. Approximately 37.3 million people in the United States have diabetes, which is about 11% of the population. Type 2 diabetes is the most common form, representing 90% to 95% of all diabetes cases.

About 537 million adults across the world have diabetes. Experts predict this number will rise to 643 million by 2030 and 783 million by 2045. --- Edited

Phase 1: Functional Testing
Before you create your first performance tests, you want to ensure that all of your application server's required functions are up and running and available, and you want to ensure that the user interface (UI) is behaving as expected.

Start by recording GUI Functional Tests to test the user's experience with the UI in an actual web browser.


Phase 2: Service Virtualization
After verifying your application server is functioning as expected, you're ready to move on to simulating some tests. BlazeMeter's Service Virtualization allow you to test even when you don't have access to a full test environment.

You can run a virtual service to deploy transactions, which are typically a subset of transactions in a particular service. Once a virtual service is created and running, you can associate it with your test, embed it in your test scripts, or provide it during test execution.


Phase 3: Performance Testing
You've verified your application server is functioning as expected, and you've virtualized some tests to get an idea of what deploying transactions against your services will look like. Now it's time to jump into real Performance Testing!

Performance Testing via the BlazeMeter cloud is how you ensure that your application server will be able to handle the full load of users performing various actions all at once as soon as your application goes live. The Performance tab will provide you with a wide range of options for testing, starting with either running a single performance test or a combination of a multiple performance tests executed simultaneously, which we refer to as a Multi-Test.

Cloud testing leverages cloud computing resources and models to enable all aspects of load testing in a highly cost-effective manner. With cloud testing, you have unlimited resources at your disposal. You can perform all Performance Testing activities in the cloud with features such as real-time reporting.


Phase 4: API Monitoring
You've verified that your application is both functioning properly and ready to perform well under load, so going forward, you'll want to keep an ever-watchful eye on your application server so as to avoid any surprise outages in the future.

Downtime can have a far-reaching impact on any business. Without proper visibility into the traffic running through your apps and infrastructure, diagnosing and solving the problem means using up valuable time and resources. BlazeMeter's API Monitoring surfaces issues directly from the internal and third-party APIs that power your apps and infrastructure.

It works by running API monitors -- either from around the globe or from within your infrastructure -- on a continuous schedule to give you visibility into API problems so you can prevent, identify and solve them fast -- before your customers notice.

In a non-iterative process, you and your team would work together to come up with a final product without necessarily trying new ideas along the way. Typically, non-iterative processes require more time during the conceptualization and creation phase, so that everything works as intended during the testing phase.

Waterfall is the most common non-iterative process. In the waterfall model, you and your team will define project phases before the project starts. Each phase begins once a previous phase is completed in its entirety. Requirements and resources will typically be locked before a project begins, and the team avoids changing the project plan as much as possible.

For example, imagine you’re working with a design agency to create an ebook. You first need to provide all of the copy for the ebook. Then, the design agency will take that copy and create designs. Finally, your internal team will copyedit the designed ebook to make sure everything looks ok. This is an example of the waterfall model because each phase relies on the previous step (i.e. you can’t copyedit the designed ebook until it’s been designed).

Depending on the team you’re on and the type of projects you run, non-iterative processes can be challenging because they don’t build in time for your team to iterate and continuously improve. Because there are so many unknowns and surprises in engineering, engineering teams in particular tend to use iterative processes instead of non-iterative ones, but any team can benefit.

In a non-iterative process, you and your team would work together to come up with a final product without necessarily trying new ideas along the way. Typically, non-iterative processes require more time during the conceptualization and creation phase, so that everything works as intended during the testing phase.

Waterfall is the most common non-iterative process. In the waterfall model, you and your team will define project phases before the project starts. Each phase begins once a previous phase is completed in its entirety. Requirements and resources will typically be locked before a project begins, and the team avoids changing the project plan as much as possible.

For example, imagine you’re working with a design agency to create an ebook. You first need to provide all of the copy for the ebook. Then, the design agency will take that copy and create designs. Finally, your internal team will copyedit the designed ebook to make sure everything looks ok. This is an example of the waterfall model because each phase relies on the previous step (i.e. you can’t copyedit the designed ebook until it’s been designed).

Depending on the team you’re on and the type of projects you run, non-iterative processes can be challenging because they don’t build in time for your team to iterate and continuously improve. Because there are so many unknowns and surprises in engineering, engineering teams in particular tend to use iterative processes instead of non-iterative ones, but any team can benefit.

The iterative process is the practice of building, refining, and improving a project, product, or initiative. Teams that use the iterative development process create, test, and revise until they’re satisfied with the end result. You can think of an iterative process as a trial-and-error methodology that brings your project closer to its end goal.

Iterative processes are a fundamental part of lean methodologies and Agile project management—but these processes can be implemented by any team, not just Agile ones. During the iterative process, you will continually improve your design, product, or project until you and your team are satisfied with the final project deliverable.

Social media usage edited
Back in 2005, when social media was still in its infancy, only about 5 percent of users in the United States were involved in social media. In 2019, that number grew to about 70 percent.

Pew Research Center surveyed social media usage and popularity among US adults early in 2019. The survey found that while the most-used social platforms for adults are YouTube and Facebook; teens prefer SnapChat and Instagram, while TikTok is reportedly the fastest growing social network among younger users.
Social media use is nearly universal among today’s teens. Pew Research Center reports 97 percent of 13- to 17-year-olds use at least one of seven major online platforms.
The amount of time spent on social sites is astounding. One report indicates the average teen ages 13 to 18 spends about nine hours on social media each day; tweens ages 8 to 12 are on for about six hours a day.
Like most things, using social media has its positives (the good), its cautionary tales (the bad), and dangers (the ugly) that lurk and impact the lives of many, but especially teens.

State of Test Data Management Tools
Test Data Needed
Modern DevOps teams need high quality test data based on real production data sources for software testing early in the SDLC. This helps development teams bring high-quality applications to market at an increasingly competitive pace.

Data for DevOps
Though many organizations have adopted agile software development and DevOps methodologies, there has been an underinvestment in test data management tools—which has constrained innovation.