El documento describe la estructura de los cables USB, incluyendo la distinción de colores de cableado y la estructura para reparar cables regulares y cables OTG, además de proponer el diseño de una lámpara LED con cable USB.
ĐÁNH GIÁ KẾT QUẢ PHỤC HỒI CHỨC NĂNG ĐI LẠI VÀ MỐI LIÊN QUAN VỚI CƠ LỰC CHI DƯỚI Ở BỆNH NHÂN TAI BIẾN NHỒI MÁU NÃO VÙNG BÁN CẦU
Phí tải 50.000đ Liên hệ quangthuboss@gmail.com 0927.007.596
https://luanvanyhoc.com/danh-gia-ket-qua-phuc-hoi-chuc-nang-di-lai-va-moi-lien-quan-voi-co-luc-chi-duoi-o-benh-nhan-tai-bien-nhoi-mau-nao-vung-ban-cau/
Luận văn “Đánh giá kết quả phục hồi chức năng đi lại và mối liên quan với cơ lực chi dưới ở bệnh nhân tai biến nhồi máu não vùng bán cầu.Tai biến mạch máu não cho tới nay vẫn là một vấn đề thời sự cấp thiết vì lẽ ngày càng hay gặp, tỉ lệ tử vong cao đứng thứ ba sau ung thư và các bệnh tim mạch. Thường để lại nhiều di chứng nặng nề đặc biệt là di chứng vận động. Đó là gánh nặng không chỉ đối với người bệnh và gia đình họ mà còn ảnh hưởng đến cả cộng đồng và quốc gia của họ
El documento describe la estructura de los cables USB, incluyendo la distinción de colores de cableado y la estructura para reparar cables regulares y cables OTG, además de proponer el diseño de una lámpara LED con cable USB.
ĐÁNH GIÁ KẾT QUẢ PHỤC HỒI CHỨC NĂNG ĐI LẠI VÀ MỐI LIÊN QUAN VỚI CƠ LỰC CHI DƯỚI Ở BỆNH NHÂN TAI BIẾN NHỒI MÁU NÃO VÙNG BÁN CẦU
Phí tải 50.000đ Liên hệ quangthuboss@gmail.com 0927.007.596
https://luanvanyhoc.com/danh-gia-ket-qua-phuc-hoi-chuc-nang-di-lai-va-moi-lien-quan-voi-co-luc-chi-duoi-o-benh-nhan-tai-bien-nhoi-mau-nao-vung-ban-cau/
Luận văn “Đánh giá kết quả phục hồi chức năng đi lại và mối liên quan với cơ lực chi dưới ở bệnh nhân tai biến nhồi máu não vùng bán cầu.Tai biến mạch máu não cho tới nay vẫn là một vấn đề thời sự cấp thiết vì lẽ ngày càng hay gặp, tỉ lệ tử vong cao đứng thứ ba sau ung thư và các bệnh tim mạch. Thường để lại nhiều di chứng nặng nề đặc biệt là di chứng vận động. Đó là gánh nặng không chỉ đối với người bệnh và gia đình họ mà còn ảnh hưởng đến cả cộng đồng và quốc gia của họ
, Nghiên cứu tác dụng của điện châm điều trị viêm khớp dạng thấp giai đoạn 1 – 2
2. Tác dụng của bài thuốc tam tý thang gia giảm "vk2" điều trị bệnh viêm khớp dạng thấp
3. ĐáNH GIá TáC DụNG ĐIềU TRị CủA VIÊN NANG “THấP KHớP II”TRONG BệNH VIÊM KHớP DạNG THấP
4. Đánh giá tác dụng bài thuốc " Xúc Tý Thang" trong điều trị bệnh viêm khớp dạng thấp
Luận văn Nghiên cứu đặc điểm thiếu máu của bệnh nhân ở một số chuyên khoa tại Bệnh viện Bạch Mai năm 2012.Thiếu máu là một hội chứng thường gặp trên lâm sàng, biểu hiện ở rất nhiều tình trạng bệnh lý và do nhiều nguyên nhân khác nhau. Thiếu máu cũng biểu hiện dưới nhiều triệu chứng khác nhau và có thể chính là lí do khiến bệnh nhân đi khám và điều trị. Theo các số liệu điều tra, người ta ước tính có khoảng 30% dân số thế giới bị thiếu máu, tỷ lệ đặc biệt cao ở những nước đang phát triển[45]. Theo thống kê của viện Dinh dưỡng quốc gia Việt Nam năm 2008, tỷ lệ thiếu máu của phụ nữ có thai trên phạm vi toàn quốc là 31,4%, của trẻ em dưới 5 tuổi là 26,5%. Thiếu máu ảnh hưởng nghiêm trọng đến thể lực, tâm lý, trí tuệ và khả năng lao động của con người, nó cũng góp phần làm tăng tỷ lệ tử vong chung khi bệnh nhân bị thiếu máu nặng và kéo dài. Ở các bệnh lý mạn tính, thiếu máu tạo nên một vòng xoáy luẩn quẩn làm cho tình trạng bệnh nặng thêm, gây ra các biến chứng cho tim, não. Ở phụ nữ có thai, thiếu máu là mối đe dọa cho sự sống và sức khỏe của bà mẹ vào lúc sinh đẻ, hơn nữa thiếu máu cũng có thể gây ảnh hưởng đến khả năng sống còn của đứa trẻ
Download luận án tiến sĩ ngành y học với đề tài: Đánh giá hiệu quả mô hình phát hiện và can thiệp sớm rối loạn tâm thần ở học sinh từ 6 – 15 tuổi tại thành phố Thái Nguyên, cho các bạn làm luận án tham khảo
O documento apresenta os conhecimentos gerais e específicos necessários para o cargo de Técnico Ministerial do Ministério Público da Paraíba, incluindo língua portuguesa, prática cartorária, direito constitucional, administrativo, civil, processual civil, penal e processual penal. Os assuntos são divididos em tópicos com três níveis de profundidade cada.
Strategy, Policy and Change Workshop May 2014 Brett Gardiner
This document discusses strategies to improve hand hygiene compliance among doctors. It begins by establishing that hand hygiene and hospital-acquired infections are important issues. Goals for improving doctor hand hygiene rates are discussed, including making the goal specific, measurable, achievable, realistic and time-bound. Kotter's 8-step model for change management is covered. The document emphasizes that change requires leadership and influencing behavior. A variety of strategies are proposed, including education, establishing champions, displaying compliance rates, and using sensors or undercover observers.
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
, Nghiên cứu tác dụng của điện châm điều trị viêm khớp dạng thấp giai đoạn 1 – 2
2. Tác dụng của bài thuốc tam tý thang gia giảm "vk2" điều trị bệnh viêm khớp dạng thấp
3. ĐáNH GIá TáC DụNG ĐIềU TRị CủA VIÊN NANG “THấP KHớP II”TRONG BệNH VIÊM KHớP DạNG THấP
4. Đánh giá tác dụng bài thuốc " Xúc Tý Thang" trong điều trị bệnh viêm khớp dạng thấp
Luận văn Nghiên cứu đặc điểm thiếu máu của bệnh nhân ở một số chuyên khoa tại Bệnh viện Bạch Mai năm 2012.Thiếu máu là một hội chứng thường gặp trên lâm sàng, biểu hiện ở rất nhiều tình trạng bệnh lý và do nhiều nguyên nhân khác nhau. Thiếu máu cũng biểu hiện dưới nhiều triệu chứng khác nhau và có thể chính là lí do khiến bệnh nhân đi khám và điều trị. Theo các số liệu điều tra, người ta ước tính có khoảng 30% dân số thế giới bị thiếu máu, tỷ lệ đặc biệt cao ở những nước đang phát triển[45]. Theo thống kê của viện Dinh dưỡng quốc gia Việt Nam năm 2008, tỷ lệ thiếu máu của phụ nữ có thai trên phạm vi toàn quốc là 31,4%, của trẻ em dưới 5 tuổi là 26,5%. Thiếu máu ảnh hưởng nghiêm trọng đến thể lực, tâm lý, trí tuệ và khả năng lao động của con người, nó cũng góp phần làm tăng tỷ lệ tử vong chung khi bệnh nhân bị thiếu máu nặng và kéo dài. Ở các bệnh lý mạn tính, thiếu máu tạo nên một vòng xoáy luẩn quẩn làm cho tình trạng bệnh nặng thêm, gây ra các biến chứng cho tim, não. Ở phụ nữ có thai, thiếu máu là mối đe dọa cho sự sống và sức khỏe của bà mẹ vào lúc sinh đẻ, hơn nữa thiếu máu cũng có thể gây ảnh hưởng đến khả năng sống còn của đứa trẻ
Download luận án tiến sĩ ngành y học với đề tài: Đánh giá hiệu quả mô hình phát hiện và can thiệp sớm rối loạn tâm thần ở học sinh từ 6 – 15 tuổi tại thành phố Thái Nguyên, cho các bạn làm luận án tham khảo
O documento apresenta os conhecimentos gerais e específicos necessários para o cargo de Técnico Ministerial do Ministério Público da Paraíba, incluindo língua portuguesa, prática cartorária, direito constitucional, administrativo, civil, processual civil, penal e processual penal. Os assuntos são divididos em tópicos com três níveis de profundidade cada.
Strategy, Policy and Change Workshop May 2014 Brett Gardiner
This document discusses strategies to improve hand hygiene compliance among doctors. It begins by establishing that hand hygiene and hospital-acquired infections are important issues. Goals for improving doctor hand hygiene rates are discussed, including making the goal specific, measurable, achievable, realistic and time-bound. Kotter's 8-step model for change management is covered. The document emphasizes that change requires leadership and influencing behavior. A variety of strategies are proposed, including education, establishing champions, displaying compliance rates, and using sensors or undercover observers.
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
Presentations from the patient safety conference held at Teesside University on 1 and 2 September 2014 - Students at the forefront of continuing and improving our culture of safe care
The document discusses quality improvement in hospitals. It notes that quality improvement (QI) requires sustained leadership, extensive training, robust measurement systems, and a culture receptive to change. It outlines six dimensions of healthcare quality: safety, effectiveness, appropriateness, access, patient satisfaction, and efficiency. Efficiency in healthcare involves deriving maximum benefit from available resources through technical and allocative efficiency. Common causes of medical errors include communication problems, inadequate information flow, human factors, and organizational issues. Many methods can be used to detect adverse events, both passive and active surveillance. Improvement starts with identifying an area for improvement through asking questions. Models for quality improvement include PDCA, Lean, Six Sigma, and change management. Measurement is key to
Open, Transparent & Visible Leadership - Dr Mark Newbold - MLS2013Steven Kinnear
Dr Mark Newbold's Presentation on Open, Transparent and Visible Leadership and Healthcare Social Media at the NI Medical Leadership Symposium 2013. www.marknewbold.com www.medleadsymposium.co.uk
"Signed, Sealed Delivered": leading improvement in a new eraHelen Bevan
This document contains notes and slides from a workshop on transformational improvement. It discusses the need for theories of change and narratives to accelerate change initiatives. It provides examples of different types of change levers and emphasizes appealing to shared values through storytelling. Developing a theory of change is presented as important for guiding improvement work and increasing the chances of success, but it also stresses the value of linking the theory to a compelling narrative to engage people emotionally.
As new payment models emerge that emphasize value over volume, providers are being compelled to look more closely at how to motivate patients—especially those with multiple chronic conditions—to actively manage their care, make better decisions and change behaviors. This editorial webinar will explore the relationships between engagement and improved health outcomes, greater patient satisfaction and better resource utilization. Our panel of experts will share proven strategies for building patients' confidence, disseminating self-management tools and making the best use of your care team.
Farla Medical, one of the UK's largest supliers of medical technologies, commodities and consumables shared best practices from the UK. Including in infection prevention and control, tooling HRH and improving heath service delivery efficiencies.
This document summarizes a conference on harnessing health and wellbeing in older age. It discusses:
1) Presentations from experts on using innovation and collaboration across sectors to improve outcomes for older adults, such as developing digital health tools and exercise programs to prevent falls and strokes.
2) The concept of an "innovation ecosystem" to deliver solutions that improve lives and how these solutions can be scaled up. Examples of specific innovations developed in the North of England are mentioned.
3) The need for a common outcomes framework and additional funding to support preventative programs and a focus on living well in older age rather than just treating illness.
4) Systems leadership approaches that focus on relationships and influence to
20131210 Electronic Health Records - Is the NHS ready? What about patientsamirhannan
On 12th December 2013, Dr Hannan (GP / family physician) along with Marilyn Gollom (patient) presented this talk to Health 2.0 Manchester. You can watch the talk by going to http://www.htmc.co.uk/pages/pv.asp?p=htmc0519.
iWantGreatCare's 7th National Symposium - Building fantastic staff morale, improving quality and reducing costs - took place on Tuesday 21st June at The King's Fund, London.
NHS leaders share their experiences of how they are building excellence in their Trust, reducing costs and growing staff morale by listening to the voice of the patient.
View the slides from these well-regarded delegates:
Alwen Williams, Chief Exective, Barts Health NHS Trust
David Behan, Chief Executive, Care Quality Commission
Dr Nadeem Moghal, Medical Director, Barking, Havering and Redbridge University Hospitals NHS Trust
Liz Mouland, Chief Nurse, First Community Health and Care
Jeremy Howick, clinical epidemiologist and philosopher
This document summarizes an innovative model for longitudinal, interprofessional learning focused on caring for older adults. It recommends that policies shift away from standardized "best practices" and instead emphasize local improvement through developmental evaluation. Policies should support integrated, cross-sector learning and outcomes focused on patient-centered care rather than telling practitioners what to do. Educational approaches should emphasize longitudinal, team-based learning across health and social care sectors.
The document discusses principles for scaling up and spreading innovations in healthcare. Some key points:
1. Spreading innovations is a complex, iterative process that requires understanding perspectives from both a system-wide "balcony view" and an individual patient "dancefloor view".
2. Successful spread relies on developing innovations through co-production with end users and understanding how changes affect individuals' work.
3. Networks and relationships are more important to spread than any other factor. Creating communities and connections between adopters helps maintain momentum.
4. Leadership must shift from an inward to outward mindset to energize individuals and generate pull for innovations through their value to solving local priorities.
Sustainable change at scale and pace: How do we create change that sticks and...Helen Bevan
1) Sustainable change requires creating change that both sticks and spreads over time through adaptation. It is viewed both as an outcome where benefits are maintained and an ongoing process of continuous improvement.
2) The factors that support sustainability are also factors that enable effective spread, such as focusing on value rather than just the innovation itself and considering spread from the user's perspective.
3) Health systems are complex and adaptive, so treating spread as a complicated process does not work. Spread is determined by interactions between parts of the system, not just the parts themselves.
On 12th December 2013, Dr Hannan (GP / family physician) along with Marilyn Gollom (patient) presented this talk to Health 2.0 Manchester. You can watch the talk by going to http://www.htmc.co.uk/pages/pv.asp?p=htmc0519.
Transformational leadership is well-suited for the continually evolving healthcare industry. Transformational leaders inspire creativity and help people work towards shared goals. They develop integrity and competence in both themselves and their followers. Examples of transformations in healthcare include a shift to personalized care through electronic health records, value-based payment systems, and new models for accessible care delivery. Continued innovation will be necessary to address changing health conditions and needs.
In search of a digital health compass: My data, my decision, our powerchronaki
Knowledge is power. Despite extensive investments in digital health technology, navigating the health system online is challenging for most citizens. Also for eHealth, the “Inverse Care Law” proposed by Hart in 1971, seems to apply. Availability of good medical or social care services and tools online, varies inversely with the need of the population. The low adoption of eHealth services, and persistent disparities in health triggers a call for multidisciplinary action.
Barriers and challenges are not to be underestimated. Culture, education, skills, costs, perceptions of power and role, are essential for multidisciplinary action. This comes together in digital health literacy, which ought to become an integral part to navigate any health system. Patients living with an implanted device or coping with persistent, chronic disease such as diabetes, as well as citizens engaged in self-care, caring for an elderly relative, a neighbor, or their child with illness or deteriorating health, need a digital health compass.
The panel will engage the audience to elaborate on a vision for this personal, digital health compass and drive advancement in health informatics and digital health standards. The transformative power of health data fueled by targeted digital health literacy interventions can be leveraged by open, massive, and individualized delivery. This way, digital health literate, confident patients and citizens join health professionals, researchers and policy makers to address age-related health and wellness changes to shape the emerging precision medicine and population health initiatives.
From a panel in the eHealthweek 2016. http://www.ehealthweek.org/ehome/128630/hl7-efmi-sessions/
How to create change that sticks and spreadsNHS Horizons
This document discusses key concepts related to the diffusion, spread, and scaling of innovations in healthcare. It begins with definitions of diffusion, spread, and going to scale. It then discusses the importance of measuring success based on a program's ability to achieve large scale and be sustained over time. The document provides examples of large scale improvement programs in the NHS that achieved widespread adoption. It also discusses common patterns observed in pilot programs that attempt to spread, such as a lack of focus on spread during the pilot, failure to engage adopters in new contexts, and sustainability challenges. Overall, the document emphasizes the importance of engaging local stakeholders, understanding different adoption patterns, and taking an adaptive approach to spreading programs based on local needs and capabilities.
Similar to Creating Tomorrow Today: Unleashing Learning as a Power for Transformation (20)
Stories for Change. How Mums used their stories for Change to influence mater...Zoe Lord
This document summarizes a session on using personal stories, or "Stories for Change", to influence others and create positive change. The session objectives were to describe the Stories for Change framework, identify examples where it has been used, and help participants construct their own story. The document outlines the session, which included presentations on the public narrative approach and an example project where mothers used stories to influence maternity services. Participants practiced writing and giving feedback on their own 2-minute stories following a "Self, Us, Now" template. The goal was to motivate others to join in creating change through emotionally connecting stories.
Using our power to make a difference - CQC - Zoe LordZoe Lord
1. The document discusses change agents and how to effectively drive transformational change. It emphasizes that change is relational and one must connect networks of people who want to contribute to make change happen.
2. It provides tips for being an effective change agent, such as tuning into different types of power, connecting with others to find support, working on positive relationships, and framing ideas by connecting to a shared purpose.
3. The key message is that everyone has power to drive change, but one must do so by engaging others and staying connected to networks, not working alone or against others. Relational skills are important for successful transformation.
This document summarizes a discussion on enabling and sustaining large-scale change in health and care. It discusses the importance of informal networks in driving transformational change and connecting networks of people who want to contribute. It emphasizes building relationships, engaging people, and focusing on their energy, agency and motivation. The discussion promotes using social connections, discussion, and "superconnectors" to spread new knowledge and practices at scale. Tips include staying connected to values, building relationships, controlling the narrative, and finding your network to avoid working alone.
Empowering people and communities taskforce overviewZoe Lord
The Empowering People and Communities Taskforce was established by NHS England to oversee progress on empowering people and communities, as outlined in the Forward View. The taskforce focuses on population engagement, learning from patient experiences, and partnerships with voluntary organizations. It will look at ways to work differently, report progress to the NHS England Board, and provide recommendations through workshops on priority areas to improve partnerships and reduce health inequalities.
NHS Graduate Trainees: Change and Transformation - Zoe Lord & Leigh KendallZoe Lord
This document contains an agenda and materials for a workshop on change management hosted by Horizons, a team within the NHS that supports change agents. The agenda covers topics like why change is important, models of change like Kotter's 8 steps, tools for change like PDSA cycles and A3 reports, the importance of networks and informal leadership in driving change, and communicating for influence. It provides exercises and examples to illustrate different concepts around building support for change initiatives and overcoming resistance.
Leading in a changing world - British Lymphology Society Conference - Zoe LordZoe Lord
This document discusses leadership and change in a changing world. It provides tips for leading change, including connecting silos instead of breaking them down, leading with passion and purpose to develop commitment rather than just compliance, and focusing on relationships as results will follow. The people driving change are shifting from formal leaders to informal networks and connectors who spread new behaviors at scale. Evidence shows transformational change happens through these informal networks of people who want to contribute, not just formal plans.
Collective leadership - Zoe Lord & Kate PoundZoe Lord
This document discusses collective leadership and provides examples from the NHS. It defines collective leadership as everyone taking responsibility for the success of the organization, not just their own jobs. Benefits include strength, creativity, staff engagement, and sustainability. The document discusses how collective leadership requires distributing leadership power throughout an organization. It provides NHS examples of collective leadership and discusses how collective leadership can be created by establishing the right environment with social, spiritual, psychological, physical, and intellectual energy.
Thinking differently in the NHS - Zoe Lord - Change Management InstituteZoe Lord
The document discusses how the NHS in England is using new approaches like crowdsourcing and hackathons to drive innovation and improvement. It provides examples of crowdsourcing initiatives used by the NHS to gather staff input on barriers to change and potential solutions. It also describes a hackathon held to explore new approaches to supporting change across health and care services. The document advocates these new methods as helping to accelerate change and get better outcomes compared to traditional change programs.
The document summarizes the Winterbourne Medicines Programme, which was established to investigate concerns about the overuse of antipsychotic and antidepressant medications for people with learning disabilities. Six NHS foundation trusts partnered with NHS Improving Quality to better understand current medication practices and test improvements over six months. The program aimed to ensure medications are used safely and appropriately for this patient population.
Michigan HealthTech Market Map 2024. Includes 7 categories: Policy Makers, Academic Innovation Centers, Digital Health Providers, Healthcare Providers, Payers / Insurance, Device Companies, Life Science Companies, Innovation Accelerators. Developed by the Michigan-Israel Business Accelerator
About this webinar: This talk will introduce what cancer rehabilitation is, where it fits into the cancer trajectory, and who can benefit from it. In addition, the current landscape of cancer rehabilitation in Canada will be discussed and the need for advocacy to increase access to this essential component of cancer care.
This particular slides consist of- what is Pneumothorax,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is a summary of Pneumothorax:
Pneumothorax, also known as a collapsed lung, is a condition that occurs when air leaks into the space between the lung and chest wall. This air buildup puts pressure on the lung, preventing it from expanding fully when you breathe. A pneumothorax can cause a complete or partial collapse of the lung.
At Malayali Kerala Spa Ajman, Full Service includes individualized care for every client. We specifically design each massage session for the individual needs of the client. Our therapists are always willing to adjust the treatments based on the client's instruction and feedback. This guarantees that every client receives the treatment they expect.
By offering a variety of massage services, our Ajman Spa Massage Center can tackle physical, mental, and emotional illnesses. In addition, efficient identification of specific health conditions and designing treatment plans accordingly can significantly enhance the quality of massaging.
At Malayali Kerala Spa Ajman, we firmly believe that everyone should have the option to experience top-quality massage services regularly. To achieve that goal we offer cheap massage services in Ajman.
If you are interested in experiencing transformative massage treatment at Malayali Kerala Spa Ajman, you can use our Ajman Massage Center WhatsApp Number to schedule your next massage session.
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End-tidal carbon dioxide (ETCO2) is the level of carbon dioxide that is released at the end of an exhaled breath. ETCO2 levels reflect the adequacy with which carbon dioxide (CO2) is carried in the blood back to the lungs and exhaled.
Non-invasive methods for ETCO2 measurement include capnometry and capnography. Capnometry provides a numerical value for ETCO2. In contrast, capnography delivers a more comprehensive measurement that is displayed in both graphical (waveform) and numerical form.
Sidestream devices can monitor both intubated and non-intubated patients, while mainstream devices are most often limited to intubated patients.
English Drug and Alcohol Commissioners June 2024.pptxMatSouthwell1
Presentation made by Mat Southwell to the Harm Reduction Working Group of the English Drug and Alcohol Commissioners. Discuss stimulants, OAMT, NSP coverage and community-led approach to DCRs. Focussing on active drug user perspectives and interests
Mental Health and well-being Presentation. Exploring innovative approaches and strategies for enhancing mental well-being. Discover cutting-edge research, effective strategies, and practical methods for fostering mental well-being.
The facial nerve, also known as cranial nerve VII, is one of the 12 cranial nerves originating from the brain. It's a mixed nerve, meaning it contains both sensory and motor fibres, and it plays a crucial role in controlling various facial muscles, as well as conveying sensory information from the taste buds on the anterior two-thirds of the tongue.
Creating Tomorrow Today: Unleashing Learning as a Power for Transformation
1. IHI Forum 2022
14 December 2022
VA08: Creating Tomorrow Today: Unleashing
Learning as a Power for Transformation
Goran Henriks
Zoe Lord
Helen Bevan
2. VA08: Creating Tomorrow Today:
Goran Henriks
Zoe Lord
Helen Bevan
@GoranHenriks @zoelord1 @HelenBevan #IHIForum
3. Disclosure
No relevant relationships:
None of the planners, presenters, or staff for this educational activity have relevant financial relationship(s) to
disclose with ineligible companies whose primary business is producing, marketing, selling, re-selling, or
distributing healthcare products used by or on patients.
4. After this session attendees will be able to:
1. Develop a new perspective and appreciation of
the role of learning in creating and sustaining change
2. Discover novel ways to help people grow,
generate capacity for change and keep learning
processes flourishing
3. Apply what you learned to support change and
improvement in your own context
@GoranHenriks @zoelord1 @HelenBevan #IHIForum
6. 6 |
6 |
Hardcastle, A.C. et al.
The dynamics of
quality: a national
panel study of
evidence-based
standards 2015
Braithwaite and Glasziou May 2020
D’Avena A, Agrawal S, Kizer KW, et al.: Normalising High-Value
Care: Findings of the National Quality Task Force. 2020
% of quality indicators for healthcare received by participants
The challenge in numbers
Cardiovascular
disease
Diabetes
Depression
Osteoarthritis
0 10 20 30 400 50 60 70 80 90
Healthcare represents a paradox.
While change is everywhere, performance has
flatlined: 60% of care on average is in line with
evidence- or consensus-based guidelines, 30% is
some form of waste or of low value, and 10% is
harm. The 60-30-10 challenge has persisted for
three decades.
Despite impressive gains, notable shortcomings
persist in normalising consistent, high-value,
person-centered care. What is primarily missing is not
progress in measurement, but progress in results.
Changes in culture, investment, leadership, and even
the distribution of power are even more important
than measurement alone”
7. 7 |
We cannot continue with the way we are doing
things now
All service...at some level...is produced by
professionals in collaboration with those who
receive the benefit
John Maynard Keynes
The biggest challenge is not
to make people accept new
ideas….it is to make them
abandon the old ones
Transformation is
more often about
unlearning than
learning
10. Paradigm: A set of
assumptions, concepts, values,
and practices that constitutes
a way of viewing reality for the
community that shares them
@GoranHenriks @zoelord1 @HelenBevan #IHIForum #CreatingTomorrowToday
11. Investing in health
through a life-course
approach &
empowering people
Tackling the major
health challenges of
noncommunicable &
communicable diseases
Strengthening people-
centred health systems,
public-health capacity,
emergency preparedness,
surveillance & response
Creating resilient
communities &
supportive
environments for health
& well-being
New paradigms: Advocating
intersectoral action for health equity
and well-being
www.euro.who.int/__data/assets/pdf_file/0017/330560/Advocating-intersectoral-action-ljubljana-report.pdf?ua=1
12. Moving to Quality 3.0 in health and care improvement
A multidimensional quality model: an opportunity for patients, their kin, healthcare providers and professionals to
coproduce health. Peter Lachman, Paul Batalden, Kris Vanhaecht 2022 f1000research.com/articles/9-1140
Quality 1.0
Quality 1.0 Quality 3.0
Quality 2.0
Thresholds
“How might we establish
thresholds for good
healthcare service?”
Illustrative themes:
• Development of
standards
• Inspection to assess
• Certification
• Guidelines
Organisation-wide
systems
“How might we use
‘enterprise-wide systems’ for
best disease management?”
Coproduction of health
“How might we improve the value
of the contribution that healthcare
service makes to health?”
Illustrative themes:
• Systems, processes
• Reliability
• Customer-supplier
• Performance
measurement
Illustrative themes:
• Logic of making a “service”
• Ownership of “health”
Kinship of coproducing
people
• Integration of multiple
knowledge systems
• Value-creating system
architecture
14. Our success is
measured in lives
and health
@GoranHenriks @zoelord1 @HelenBevan #IHIForum #CreatingTomorrowToday
15. Every system is perfectly designed for the results it gets
Version
2017-02-16
”For a good life
in an attractive region”
What kind of system do we want for the future?
@GoranHenriks @zoelord1 @HelenBevan #IHIForum
16. Microsystem
Patients and professionals
Meso
Primary care
Medicine
Surgical
Psychiatric
Makro
Governance
Before Today
Redesigning our welfare
system
From reactive to proactive
management
Beyond today’s patient
records
@GoranHenriks @zoelord1 @HelenBevan #IHIForum
20. Creating tomorrow today: seven simple rules for leaders
We have created a set of “seven simple rules” for leaders who want to
create tomorrow today, based on our collective learning over seven
decades as leaders and internal change agents in the health and care
systems in England and Sweden and the work we have done with
leaders in health and care in many other countries.
• Read blog one: our approach to creating the simple rules.
• Read blog two: Define our shared purpose here
• Read blog three: Root our transformation efforts in a sense of
belonging
• Read blog four: Predict and prevent: start at an earlier stage
(“upstream”) in the intervention or care process
• Read blog five: Support people to build their agency at every level of
the system
25. Production Industries
Quality Improvement
Learning health systems:
“An “engineering” paradigm
• Linear / highly specified
• Variation unwarranted
• Objective / quantifiable
• Technical skills paramount
• Low context-specificity
• Low complexity organisation
Reference : Al Mulley MD MPP
Professor of Medicine and of Health Policy and clinical practice
The Dartmouth Institute, Visiting professor, UCL
26. Thinking to learn and change
Test on the smallest scale possible to learn.
27. Foundations of the science of improvement
Source: Associates in Process Improvement
28. What methods* do we use?
Lens of Improvement Science Tools & Methods
Understanding Variation Run Charts
Shewhart Charts
Frequency Plots
Pareto Charts
Appreciation of a System System Maps (Linkage of Processes)
Flow Diagrams
SIPOC
Theory of Knowledge PDSA cycles
Planned Experiments
Psychology Observation/Shadowing
Interviews
Focus Groups
*Sample of common tools and methods from improvement
29. Person-centred thinking
• Iterative / experimental
• Variation warranted
• Subjective / qualitative
• Relational skills paramount
• High context-specificity
• High complexity organisation
Learning health systems:
the “service giver” paradigm
Service industries
Reference : Al Mulley MD MPP
Professor of Medicine and of Health Policy and clinical practice
The Dartmouth Institute, Visiting professor, UCL
30. Respecting complexity at the level of the organisation/system
Uncertainty about Outcomes
Disagreement
about
Value
of
Outcomes
High
High
Low
Low
Control
Chaos
Complexity
Adapted from R. Stacey, P Plesk
Reference : Al Mulley MD MPP
Professor of Medicine and of Health Policy and clinical practice
The Dartmouth Institute, Visiting professor, UCL
Implications for leaders
• In ‘control’ you can manage like an
architect or engineer
• In ‘complexity’ you manage with
awareness of human dynamics and
emergence
• The ‘complexity/chaos’ border is
where creativity happens
31. Respecting complexity at the level of the person
Uncertainty about outcomes
Disagreement
about
preferences
High
High
Low
Low
Control
Chaos
Complexity
Evidence-based
Adapted from R. Stacey, P Plesk
Reference : Al Mulley MD MPP
Professor of medicine and of health policy and clinical practice
The Dartmouth Institute, Visiting professor, UCL
The need for simple rules
• The care needed and wanted
– no less but no more
• Informed by what is possible
and valued
• Manifest respect for what
matters to the person
32. What is best for Esther?
• Be responsible for your work, give
feedback to the step before you
and make it easier for the next
step!
• We do it together
33. Acute setting: Learning from
indications, interventions and
outcomes of care in ITUs
Community setting: Learning from
shared decisions about elective
and complex care
Learning health systems–
at the frontlines across settings
Reference : Al Mulley MD MPP
Professor of Medicine and of Health Policy and clinical practice
The Dartmouth Institute, Visiting professor, UCL
34. Shifting our paradigm:
Single-loop and double-loop learning
Single-loop - results of our
practice don’t fit theory and we
interpret the need to change or
fine-tune our practice.
Double-loop - do we need to
change our underlying theory
and practice.
Source: Argyris, C. (1977, Sep/Oct). double-loop learning in organizations. Harvard Business Review, p115-125
Theory
Practice
Results
single-
loop
double-
loop
38. A system in transformation:
requires and creates a lot of learning
Single Double Triple
39. Single-loop and double-loop learning
Presentationsrubrik
39
• Single-loop learning is like a thermostat that learns when it is too
hot or too cold and then turns the heat on or off. The thermostat is
able to perform this task because it can receive information (the
temperature of the room) and therefore take corrective action.
• Double-loop learning involves changing the setting on the
thermostat (i.e., changing the objective of the system). Double-
loop learning calls for changing the objective itself. Indeed, double-
loop learning is not only about changing the objective, but involves
questioning the assumptions about that objective, the ways of
discovering and inventing new alternatives, objectives, and
perceptions, as well as ways of approaching problems.
• Double-loop learning is an educational concept that involves
teaching people to think more deeply about their own assumptions
and beliefs. It was created by Chris Argyris in the mid-1980's
40. Triple-loop learning: Moving beyond institutional limits
40
• Our strategic thinking in health & care is mostly
single-loop (what/how are we doing?) or double-
loop (why/how do we do what?) We have to make
time & space for triple-loop learning (rethinking our
thinking)
• A diversity of models, methods and theories are used
that disrupt established institutional frames (which
maintain single and double-loop thinking).
• Single and double-loop learning is appealing to
organizations that want to be in control, whereas
triple-loop learning acknowledges that in complex
systems, control is usually an illusion.
Source: Ben Zweibelson
Triple loop learning: moving beyond the pale of the institutional limits
41.
42.
43. Unleash learning as a power for transformation
The habit of collaborative learning
The only way we may ever get at the knowledge we need for large
scale change is through collaborative learning with others.
Improvement oriented individuals, organisations and systems start
from the premise that it is better to be open and curious than
defensive.
The habit of change
No matter how much we know, improvement only comes about when
we do something differently. People, givers of care and leaders who
are successful at improvement know that improvement requires
change.
EVIDENCE-BASED QUALITY IMPROVEMENT, PRINCIPLES, AND PERSPECTIVES, Paul Plsek,
https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.203.3566&rep=rep1&type=pdf
44. Using methods to learn and change behavior, attitudes,
and culture
Source: Developed by the Associates in Process Improvement based on work on ABC – (Antecedent Event, Behavior and
Consequences) used by safety engineers (see Thomas R. Krause, John H. Hidley, and Stanley J. Hobson, The Behavior-Based
Safety Process (New York: Von Nostrand Reinhold, 1990).
45. Improve work processes
Level 3:
Triple-loop
Enable a healthier life
Level 2:
Double-loop
Develop primary care
Level 1: single-loop
Develop clinical processes
Organising for learning - value network actions
Join us!
Join in!
Join up!
Transfer power to service
users, families and
community rather than
keeping it in the system
Transformation
by examples
Person centered
redesign
46. Triple-loop leadership to deliver a different tomorrow
Accelerated learning of new skills
and development of systems at
all levels; i.e. "self-care", new
design of clinical meetings, new
regional structures
. A leadership that focuses on
service at home through and
with families and communities
and primary/open care
A leadership that works in partnership with
stakeholders beyond classic care limits
A leadership that is increasingly
working with health and social
systems to improve health
A leadership that enables
everyone to do their best work
and respond to ever-changing
demands and expectations
Building a learning system for today and tomorrow: so that the system is continually expanding
its capacity to create its future. It's about valuing the time and creating the conditions &
connections so people in the system can test, fail early, share, learn & grow together
Editor's Notes
Braithwaite . Glasziou https://bmcmedicine.biomedcentral.com/articles/10.1186/s12916-020-01563-4
Hardcastle, A.C. et al. The dynamics of quality: a national panel study of evidence-based standards. Health Services and Delivery Research. 3(11) April 2015
Välkommen till en presentation av Region Jönköpings län.
Regionens vision ”För ett bra liv i en attraktiv region” sammanfattar vår verksamhet och våra ambitioner.
Vårt angreppssätt är att utgå från mikro, meso och makro nivån och se på olika behov och samspel.
Mikrosystemnivån:
Hur behöver ett vårdprogram vara designat för att vara lätt att använda?
Vilka data behövs för att prioritera? Hur behöver de vara förpackade?
Vilket stöd behövs för att omsätta kunskap i praktiken?
Hur kan vi sprida våra goda erfarenheter vidare?
Vad händer när andra nivåer bestämmer ”huret”? (t ex. Specialister – allmänläk)
Mesonivå
Vad behövs för att stödja strukturer för kunskapsstyrning?
Vilka data behövs för att prioritera? Hur behöver de vara förpackade?
Hur behöver överenskommelser och samarbeten se ut?
Makronivå