In one sentence, describe what the following article is about: Treatment depends on the type of ovarian cyst. Most often, the first course of action is to wait. Functional cysts often disappear on their own within a few cycles. The cysts may be monitored by ultrasounds every one to three cycles to determine if the cysts are getting smaller or not. Pain relievers can help alleviate ovarian pain connected to cysts. Acetaminophen, like Tylenol, NSAIDs, like Aleve or Advil, and aspirin, like Bayer, can help. Your physician may prescribe oral contraceptives to control and prevent some forms of ovarian cysts. Oral contraceptives are useful in both preventing and sometimes treating ovarian cysts. If you are using the oral contraceptives for birth control, you will probably be put on a regular dose. If the oral contraceptives are being used only to treat the cysts, the dose will be the lowest possible for the shortest period of time. Taking birth control pills decreases the risk of some types of ovarian cysts, but carry their own risks. These include an increased risk of cancer of the breast, cervix, and liver, heart disease, and stroke. Surgery to treat ovarian cysts is very rare. However, if your cyst looks large, is recurrent, or there are multiple cysts, your doctor may suggest that they be surgically removed. Your doctor may also consider removing the cyst if it causes a lot of pain or other problems. This treatment option needs to be discussed with your doctor.
Summary: Wait patiently. Use over-the-counter pain relievers. Take oral contraceptives. Consider surgery.

Talk to the employee face to face in a comfortable, professional space, such as your office or a conference room. Close the door and let others know you are in a private meeting so you are not disturbed. Try not to confront the employee in front of other employees or clients, as this can be seen as unprofessional. Use prompting questions to get the employee to discuss their attitude and demeanor. Keep the questions broad and open ended so the employee can respond. Use a calm, relaxed tone so the employee feels comfortable. For example, you may ask, "How do you feel you are doing at the company?" "Are you feeling comfortable working here?" "Do you have any concerns or questions you'd like to share?" Maintain eye contact with the employee as they respond to your questions. Keep your body relaxed and turned towards the employee so they know you are engaged. Nod to show them you are listening. Pay attention to what the employee has to say, as this will then give you a sense of the type of feedback you can give them to improve their attitude and behavior. You may take notes while the employee talks so you can refer to them in your response. Treat the employee with fairness and generosity so you can build a good working relationship with them. Try not to assume the employee is beyond hope or not worth engaging with. Instead, be empathetic and a good listener for the employee so you can better understand where they are coming from. If you realize you are developing assumptions about the employee, try to check them at the door when you meet with the employee. Focus on the employee's behavior and how they can improve, rather than on them as a person. Discuss ways they can adjust their behavior and attitude so they can thrive at work. Offer at least 2-4 steps they can take to address their behavior and improve it. For example, you may suggest the employee come into work on time every day for the next week to show you, and others, that they are reliable and professional. Or you may suggest the employee refrain from making personal comments to other employees moving forward so they do not cross any professional boundaries. Work with the employee to come up with a solution that you both feel comfortable with. Check that the employee understands your concerns and feels satisfied with the feedback and suggestions you have offered. Make sure they agree on the solution and are clear about your expectations of them moving forward. For example, you may ask the employee, "Do you feel we have reached a fair solution?" or "Are you comfortable with the solution we've come up with?" Write the key points down on a formal document or on your computer. You can also include key points on an official employee feedback form, if that is part of your company's process. Documenting the discussion will help you remember what you talked about with the employee later on during a follow up meeting. Documentation may also be useful later if you end up having to terminate the employee or take disciplinary action against the employee. Wrap up the discussion by setting a follow-up meeting in 1-2 months. Note that you will keep an eye on the employee and support them as much as you can so they do better at work. Suggest that they work on the feedback and suggestions you have provided so you can discuss them again in the follow up meeting. If you notice the employee's behavior has not improved or they continue to be difficult, outline the consequences of their actions. You may move them to a different team or department as a consequence or place them on work probation until their performance improves. In some cases, you may need to consider letting the employee go. Try to do this with respect and care so the employee does not become angry or upset.
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One-sentence summary -- Set up a private conversation between you and the employee. Ask the employee to talk about their work attitude and demeanor. Listen carefully to the employee's thoughts and concerns. Avoid making assumptions about the employee. Provide detailed feedback and suggestions for improvement. Try to reach a mutually agreeable solution. Document the key points of your discussion with the employee. Arrange a follow-up meeting. Discuss the consequences if the employee's behavior does not improve.

Problem: Article: Some of the major personal risk factors for prostate cancer are age and family history. The risk of prostate cancer increases the older you get. Although approximately 75% of the cases of prostate cancer have no pattern or order, about 20% of those with prostate cancer have had cases of the disease in their family previously. There are also approximately 5% of cases that are hereditary. More than 80% of prostate cancers are diagnosed in men over the age of 65. If you have a first-degree relative, which would be a father, brother, or son, with prostate cancer, your risk of developing prostate cancer is two to three times higher than the average risk. If you have BRCA1 or BRCA2 gene mutations, you are more likely to develop prostate cancer. Your doctor can test to see if you carry these genes. There may be a correlation between prostate cancer, waist circumference, and waist-to-hip ratio. This means carrying fat around your waist may increase your chances of developing prostate cancer. If you are African-American, the risk of prostate cancer is 60% higher than if you are Caucasian. African-American males are also twice as likely to die from prostate cancer and develop prostate cancer at an earlier age than Caucasian males. The hormones that your body naturally produce can contribute to the development of prostate cancer. Testosterone is a male sex hormone that is responsible for the deep voice, increased muscle mass, and strong bones that are prevalent in males. It is also responsible for the male sex drive and sexual performance and contributes to aggression. The growth of prostate cells is stimulated when testosterone is naturally converted to dihydrotestosterone (DHT). According to studies, excess levels of DHT have been implicated in the development of prostate cancer. Another hormone implicated in the development of prostate cancer is excessive levels of insulin growth-like factor 1 (IGF-1). There is a modest increase in prostate cancer in men who have the high levels of IGF-1.
Summary:
Learn about personal risk factors. Know the role race plays. Discover how hormones contribute.