But, there is a basic fallacy here. The actual causes of behavior are not same as material conditions correlated to such behaviors. Correlations only reflect causal activity existing at some deeper level of human reality.

And so, limitation of this science-based approach for prevention lies in its failure to recognize that there is an inherent spiritual dimension to human problems which is organically and causally related to material conditions and behavior of individual. The simple truth is that at their core social problems reflect a radical breakdown in fundamental human relationships (love, compassion, understanding, and mercy), and any attempt to prevent socially dysfunctional behaviors requires a strengthening of those spiritual relationships in day-to-day life of individuals, families, neighborhoods, institutions, and ultimately human community.

Given organic nature of human reality, then, it is imperative that we strive to develop a more comprehensive prevention strategy that will address socio-economic conditions and behavior of individual within spiritual context in which they originate. This strategy of prevention need not be inconsistent with constitutional separation of church and state. All that is required is that we ask deeper questions and strive to develop through reason a more profound understanding of spiritual dynamics of human behavior as they unfold in concrete lives of individuals.

Gerald L. Campbell served as senior staff to Members of the U.S. House of Representatives for nine years. He became Senior Advisor to the Director of the United States Information Agency (USIA) under President Ronald Reagan and President George Bush.

This ownership of big business by working people is result of contributions to pension funds, mutual funds, and life insurance policies with a savings component.

What does all this mean? Well, for starters, perhaps an end of complaints about profits of corporations. After all, most of those profits go toward retirement incomes of working people.

More complicated, though, is relationship between working people who own a big company and other working people employed by it. How to share corporate profits -- through continuing employment and higher wages, or through higher returns to shareholders -- remains a difficult issue. Especially for those working people who lose their jobs.

On other side of coin, working people have bought enough stocks and shares to become bosses of bosses. Some pension funds have begun making that clear; CalPERS, California Public Employees' Retirement System, has led way in telling Chief Executive Officers (CEOs) and boards of directors that they'd better manage effectively. And, CEOs and directors listen; after all CalPERS runs country's biggest pension fund, with assets of more than $130 billion.

One other thing: if you're a working person, you're a consumer, as well as an owner and employee. When you go shopping, there's a chance you'll buy from a business owned by yourself, your friends, or your neighbors. What's more, clerks who take your credit card with smiles may work for you. Or, maybe clerks own company for which you work. Smile at them, too, just to be on safe side!