This document discusses the challenges facing organizations in coordinating recovery efforts following the Canterbury earthquakes in New Zealand. It notes that recovery will require integrated decision making across many organizations with differing interests. As time passes, organizations are finding they have insufficient resources to maintain early recovery collaboration. There is also a risk of growing inter-organizational strain as linkages between groups break down. To fully recover, it will be important to address both structural needs like rebuilding infrastructure as well as social needs to support economic recovery and community wellbeing over the long term. Effective ongoing leadership will be critical to sustain recovery efforts and maintain morale.
Facilitating local networks of mutual support amongst marginalised people in ...Iriss
The work of Neighbourhood Networks in providing preventative models of support, and opportunities for mutual support, to people who are marginalised or disadvantaged and who might otherwise receive no support at all and thereby run the risk of entering significant and costly, but nonetheless avoidable crises in their lives.
Contributor: Neighbourhood Networks. (WS05)
Digital By Default Local Government Event - Southwark CathedralAndrew Bennett
Featured slides from the Gandlake, Southwark Council and IRRV event held at Southwark Cathedral on 12th November 2015.
Presenters:
Dominic Cain, Assistant Director (Revenues, Benefits & Financial Transaction shared services), Southwark Council
David Ashmore, Director of Business and Customer Service, Lambeth Council
Stephen Hughes, Freelance Financial Adviser (former LGA Executive Director and CEO of Birmingham City Council)
Dave Briggs, Head of Digital & Design, Adur and Worthing Councils
Karen Michael, Service Development Team Leader, London Borough of Southwark
Vivian Davies, Head of Collections and Credit Control, Family Mosaic
LiveWorkPlay Staff Retreat 2014: "Being Worthy" Sharing our Theory of Social ...LiveWorkPlay
Read this is a blog: http://bzbz.ca/toc-staff
Our nearly-yearly staff retreats are important to LiveWorkPlay not only to build hope and resiliency in the staff team through education and team-building, but for identifying opportunities and concerns, and making plans for addressing them.
Over the years the team has helped establish priorities and strategies that have ensured LiveWorkPlay remains on the leading-edge, not only with respect to our direct supports to individuals, but also our ability to help the community welcome people with intellectual disabilities to live, work, and play as valued citizens.
One of the key activities for this year's two-day retreat was a formal presentation and discussion of what we are calling the LiveWorkPlay Theory of Social Change. LiveWorkPlay has been engaged in a Theory of Change (TOC) process since October of 2013.
We believe that people with intellectual disabilities are not broken. We believe that members that make up our community have not had the chance to welcome
and build meaningful reciprocal relationships with people with intellectual disabilities, and as a result everyone is missing out.
We believe the answers to including people who have been excluded lies in the abundance of opportunities that lie in the community rather than creating special
places and programs for excluded people to go.
LiveWorkPlay helps people with and without disabilities to connect, build relationships and enjoy what the community has to offer. We help people with intellectual disabilities to find opportunities to be valued neighbours, employees, teammates, community contributors, friends, husbands, wives, and more!
Often people without disabilities living in the community are looking for opportunities and help with how to welcome and include a person with an intellectual disability in a neighbourhood, apartment building, workplace, sports league, gym, or club – LiveWorkPlay can help!
Often people with disabilities are looking for help with how to find an affordable place to live, organizing support to live there, to find and keep a paid job, to contribute as a volunteer to non-profit organizations, to participate in ordinary recreation, sports and leisure activities, and meet new people and develop friendships - LiveWorkPlay can help!
The staff retreat 2014 was highly successful. There were moments of joy as well as moments of concern, which is appropriate to our work. While our members continue to move forward in their lives, generating daily cause for celebration, the world remains a complicated place, with choices, rewards, and risks that have not been a part of the lives of those with intellectual disabilities, their family, or other supporters who came before.
We must recognize with all due humility that we are also along for the ride. In the end, an inclusive society is not rooted in the mandate or activities of any one agency or collection of agencies.
The use of innovative learning approaches and tools to catalyze community-bas...CIFOR-ICRAF
What is needed for successful community-based conservation, and how can we achieve it? What are the keys to success in encouraging communities to participate in conservation? CIFOR scientist Linda Yuliani answers these questions, giving examples and lessons her team learned, in this presentation she gave on 8 December 2011 at the 25th international congress of the Society for Conservation Biology. The theme of the congress was ‘Engaging Society in Conservation’ and more than 1,300 scientists, practitioners and students of conservation biology from around the globe attended.
Facilitating local networks of mutual support amongst marginalised people in ...Iriss
The work of Neighbourhood Networks in providing preventative models of support, and opportunities for mutual support, to people who are marginalised or disadvantaged and who might otherwise receive no support at all and thereby run the risk of entering significant and costly, but nonetheless avoidable crises in their lives.
Contributor: Neighbourhood Networks. (WS05)
Digital By Default Local Government Event - Southwark CathedralAndrew Bennett
Featured slides from the Gandlake, Southwark Council and IRRV event held at Southwark Cathedral on 12th November 2015.
Presenters:
Dominic Cain, Assistant Director (Revenues, Benefits & Financial Transaction shared services), Southwark Council
David Ashmore, Director of Business and Customer Service, Lambeth Council
Stephen Hughes, Freelance Financial Adviser (former LGA Executive Director and CEO of Birmingham City Council)
Dave Briggs, Head of Digital & Design, Adur and Worthing Councils
Karen Michael, Service Development Team Leader, London Borough of Southwark
Vivian Davies, Head of Collections and Credit Control, Family Mosaic
LiveWorkPlay Staff Retreat 2014: "Being Worthy" Sharing our Theory of Social ...LiveWorkPlay
Read this is a blog: http://bzbz.ca/toc-staff
Our nearly-yearly staff retreats are important to LiveWorkPlay not only to build hope and resiliency in the staff team through education and team-building, but for identifying opportunities and concerns, and making plans for addressing them.
Over the years the team has helped establish priorities and strategies that have ensured LiveWorkPlay remains on the leading-edge, not only with respect to our direct supports to individuals, but also our ability to help the community welcome people with intellectual disabilities to live, work, and play as valued citizens.
One of the key activities for this year's two-day retreat was a formal presentation and discussion of what we are calling the LiveWorkPlay Theory of Social Change. LiveWorkPlay has been engaged in a Theory of Change (TOC) process since October of 2013.
We believe that people with intellectual disabilities are not broken. We believe that members that make up our community have not had the chance to welcome
and build meaningful reciprocal relationships with people with intellectual disabilities, and as a result everyone is missing out.
We believe the answers to including people who have been excluded lies in the abundance of opportunities that lie in the community rather than creating special
places and programs for excluded people to go.
LiveWorkPlay helps people with and without disabilities to connect, build relationships and enjoy what the community has to offer. We help people with intellectual disabilities to find opportunities to be valued neighbours, employees, teammates, community contributors, friends, husbands, wives, and more!
Often people without disabilities living in the community are looking for opportunities and help with how to welcome and include a person with an intellectual disability in a neighbourhood, apartment building, workplace, sports league, gym, or club – LiveWorkPlay can help!
Often people with disabilities are looking for help with how to find an affordable place to live, organizing support to live there, to find and keep a paid job, to contribute as a volunteer to non-profit organizations, to participate in ordinary recreation, sports and leisure activities, and meet new people and develop friendships - LiveWorkPlay can help!
The staff retreat 2014 was highly successful. There were moments of joy as well as moments of concern, which is appropriate to our work. While our members continue to move forward in their lives, generating daily cause for celebration, the world remains a complicated place, with choices, rewards, and risks that have not been a part of the lives of those with intellectual disabilities, their family, or other supporters who came before.
We must recognize with all due humility that we are also along for the ride. In the end, an inclusive society is not rooted in the mandate or activities of any one agency or collection of agencies.
The use of innovative learning approaches and tools to catalyze community-bas...CIFOR-ICRAF
What is needed for successful community-based conservation, and how can we achieve it? What are the keys to success in encouraging communities to participate in conservation? CIFOR scientist Linda Yuliani answers these questions, giving examples and lessons her team learned, in this presentation she gave on 8 December 2011 at the 25th international congress of the Society for Conservation Biology. The theme of the congress was ‘Engaging Society in Conservation’ and more than 1,300 scientists, practitioners and students of conservation biology from around the globe attended.
The path to successful Integrated Neighbourhood Management & Troubled Family ...pam_alliantist
Alliantist's ground breaking approach to Integrated Neighbourhood Management and Troubled Family Transformation, delivered through pam, the Platform for Achieving More.
http://www.achievemorecic.co.uk/
http://www.alliantist.com/
http://www.achievemorewithpam.com/
A special briefing by 3 Pillars Network Research looking the burgeoning field of social investment in Australia. We spoke to leaders in the field to assess where we are and how we face the challenge of striking the right balance between social, environmental and financial goals.
On 6 November 2007, the GCSP co-hosted with the United Nations Office at Geneva (UNOG) a high-level conference entitled, "Our common peacebuilding challenge - The contribution of International Geneva". The overall objective of the one-day conference was to nurture a greater engagement between the United Nations Peacebuilding Commission (PBC) and the key stakeholders located outside of United Nations headquarters, with a view to ensuring that the practical experience and expertise of this multitude of actors feeds into the deliberations of the Commission. The aim was for the discussions to produce practical recommendations that could serve to inform and bolster the international community's peacebuilding response through the PBC.
This presentation was given by Raj RANA during the conference and charted the evolution of the project and the launch of the Geneva Peacebuilding Platform.
1109xx o'connor ~ lubricating civic reconstruction after earthquakes Earthqua...Frank O'Connor
The scale of the disaster in Canterbury means that the recovery will require integrated and timely decision making across a range of organisations. The leadership and coordination of the multi-year recovery effort in Canterbury will involve varied groups, with differing interests. Large amounts of work are being done, planned, communicated and aligned. How will we keep the social agenda in sync with the structural agenda? There is no point building buildings, roads and sewers that struggle to find users. At no stage in its history, has the working population of Christchurch needed to collaborate so much. In the initial rescue phase, organisations assisted each other much as neighbours reached over fences: without careful consideration of finances and future. As the recovery phase took over, these organisations took stock of their situations, resources and mandates. Drawing back naturally from the generous help of these first phases, some organisation found they had insufficient resource to maintain early recovery efforts and had to reconfigure. Others had delays in the supply of essential materials or knowledge. Add the overlay of strain that results from the ongoing stress of disruptions and delays to ordinary ways of getting things done across organisations. Evidence is emerging of inter-organisational strain following the phases Gordon outlines for individuals – but the losses of performance are much greater in impact when the linkages break down between, for example, an asset owner and their lead contractor or a core health facility and its contracted service providers. What will keep institutions and organisations joined up, willing and able to act together when circumstances are ready?
Early years evaluation findings: messages for Big Local areasLocal_Trust
By Deb James, The National Council for Voluntary Organisations (NCVO)
In April 2014 Local Trust brought in its first independent evaluators. Our job was to assess how well things are going – to look at areas’ progress and whether Big Local is starting to make a difference, and what kinds of things have helped and hindered areas in their Big Local journeys. At heart our big question was - is Big Local working? To answer that and lots of other questions, we heard from over 400 of the people most involved in making Big Local happen and studied the progress being made in more than 100 Big Local areas.
Further information:
http://localtrust.org.uk/news/blogs/the-big-local-early-years-evaluation
This is the full set of slides given to people, families, services and state officials in South Australia. It includes the hopes and fears of people with disabilities about the forthcoming implementation of NDIS.
Dr Simon Duffy talked to folk at TMG Wisconsin about the importance of the idea of equal citizenship for all and what this means in practice. He explored best practice in self-directed support and how to help people advance their own citizenship through the use of the keys to citizenship.
Re-imagining Services Years Two and ThreeCANorfolk
Re-imagining years 2 & 3 presentation from the Re-imagining Services Years Two and Three VCSE engagement event. The focus of this session is on re-imagining Norfolk years two and three. Re-imagining Norfolk is Norfolk County Council’s medium strategy to radically change the way it runs services for Norfolk people.
The path to successful Integrated Neighbourhood Management & Troubled Family ...pam_alliantist
Alliantist's ground breaking approach to Integrated Neighbourhood Management and Troubled Family Transformation, delivered through pam, the Platform for Achieving More.
http://www.achievemorecic.co.uk/
http://www.alliantist.com/
http://www.achievemorewithpam.com/
A special briefing by 3 Pillars Network Research looking the burgeoning field of social investment in Australia. We spoke to leaders in the field to assess where we are and how we face the challenge of striking the right balance between social, environmental and financial goals.
On 6 November 2007, the GCSP co-hosted with the United Nations Office at Geneva (UNOG) a high-level conference entitled, "Our common peacebuilding challenge - The contribution of International Geneva". The overall objective of the one-day conference was to nurture a greater engagement between the United Nations Peacebuilding Commission (PBC) and the key stakeholders located outside of United Nations headquarters, with a view to ensuring that the practical experience and expertise of this multitude of actors feeds into the deliberations of the Commission. The aim was for the discussions to produce practical recommendations that could serve to inform and bolster the international community's peacebuilding response through the PBC.
This presentation was given by Raj RANA during the conference and charted the evolution of the project and the launch of the Geneva Peacebuilding Platform.
1109xx o'connor ~ lubricating civic reconstruction after earthquakes Earthqua...Frank O'Connor
The scale of the disaster in Canterbury means that the recovery will require integrated and timely decision making across a range of organisations. The leadership and coordination of the multi-year recovery effort in Canterbury will involve varied groups, with differing interests. Large amounts of work are being done, planned, communicated and aligned. How will we keep the social agenda in sync with the structural agenda? There is no point building buildings, roads and sewers that struggle to find users. At no stage in its history, has the working population of Christchurch needed to collaborate so much. In the initial rescue phase, organisations assisted each other much as neighbours reached over fences: without careful consideration of finances and future. As the recovery phase took over, these organisations took stock of their situations, resources and mandates. Drawing back naturally from the generous help of these first phases, some organisation found they had insufficient resource to maintain early recovery efforts and had to reconfigure. Others had delays in the supply of essential materials or knowledge. Add the overlay of strain that results from the ongoing stress of disruptions and delays to ordinary ways of getting things done across organisations. Evidence is emerging of inter-organisational strain following the phases Gordon outlines for individuals – but the losses of performance are much greater in impact when the linkages break down between, for example, an asset owner and their lead contractor or a core health facility and its contracted service providers. What will keep institutions and organisations joined up, willing and able to act together when circumstances are ready?
Early years evaluation findings: messages for Big Local areasLocal_Trust
By Deb James, The National Council for Voluntary Organisations (NCVO)
In April 2014 Local Trust brought in its first independent evaluators. Our job was to assess how well things are going – to look at areas’ progress and whether Big Local is starting to make a difference, and what kinds of things have helped and hindered areas in their Big Local journeys. At heart our big question was - is Big Local working? To answer that and lots of other questions, we heard from over 400 of the people most involved in making Big Local happen and studied the progress being made in more than 100 Big Local areas.
Further information:
http://localtrust.org.uk/news/blogs/the-big-local-early-years-evaluation
This is the full set of slides given to people, families, services and state officials in South Australia. It includes the hopes and fears of people with disabilities about the forthcoming implementation of NDIS.
Dr Simon Duffy talked to folk at TMG Wisconsin about the importance of the idea of equal citizenship for all and what this means in practice. He explored best practice in self-directed support and how to help people advance their own citizenship through the use of the keys to citizenship.
Re-imagining Services Years Two and ThreeCANorfolk
Re-imagining years 2 & 3 presentation from the Re-imagining Services Years Two and Three VCSE engagement event. The focus of this session is on re-imagining Norfolk years two and three. Re-imagining Norfolk is Norfolk County Council’s medium strategy to radically change the way it runs services for Norfolk people.
The PAR Approach to use for Facilitators/Trainers of this Training Package
Principles-Presenting concepts that you want DSPs to know and understand and what skills to develop. Sharing several nuggets of important information about a specific topic's) from the slide participants are viewing.
Actions/Activities-Listing what “in-classroom” exercises (e.g., small and large group discussion, role playing, simulation, reflection, etc.) to do and what handout(s) to use; cite any outside “homework” you suggest that will reinforce the principles and help learners reach their outcomes.
Resources-Listing the specific handouts or other materials you are drawing upon for this slide. Identifying any additional resources (e.g., web sites, books, articles, other curricula, etc.) learners can use to (or that you used) to enhance the principles they are learning and skills they are developing.
Trainer
Principles:
Create a warm, inviting learning environment for the participants.
Provide a capsule statement of what you hope to accomplish by the end of the Training
Actions/Activities:
Pre-workshop:
Have participants sign in.
Hand out a folder with the “Power Point slide presentation notes, a set of handouts for the training, a list of attendees
Workshop:
Welcome everyone to the Find, Choose, and Keep Great DSPs training workshop.
Introduce yourselves as the facilitators for the workshop.
Share with the group: We are very excited to have you all here today to share your stories and learn about this Great new product, entitled, find, choose, and keep great dsps.
Resources:
LCD projector for the computer and screen or white wall
Both versions of the Find/Choose/Keep Toolkits
White board or flip chart with markers
Food/drinks for participants
Folders, name tags, pens, and paper for participants
CD player with a variety of music (e.g. soft classical, folk, Cuban, African, rock, country). Play music for participants as they get their folders and sign in.
Self-directed support (NDIS or My Way) has the potential to revolutionise support to people with disabilities. But service providers must also adapt, learn and innovate. These slides were shared at an event for over 90 service providers in Perth, WA - with the support of WADSC and NDS.
The Path for Effectively Managing Community Wealth December 17 & 18, 2013 Vancouver, BC Ismo Heikkila National Director, Financial Education & Communication Aboriginal Services First Nations Economic Success – Links to Learning for Economic Development and Land Managers 2013
Speaker Ismo Heikkila, CFP National Director, Financial Education & Communication, Aboriginal Services
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
Adv. biopharm. APPLICATION OF PHARMACOKINETICS : TARGETED DRUG DELIVERY SYSTEMSAkankshaAshtankar
MIP 201T & MPH 202T
ADVANCED BIOPHARMACEUTICS & PHARMACOKINETICS : UNIT 5
APPLICATION OF PHARMACOKINETICS : TARGETED DRUG DELIVERY SYSTEMS By - AKANKSHA ASHTANKAR
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Here is the updated list of Top Best Ayurvedic medicine for Gas and Indigestion and those are Gas-O-Go Syp for Dyspepsia | Lavizyme Syrup for Acidity | Yumzyme Hepatoprotective Capsules etc
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
1. Lubricating civic reconstruction:
Reducing losses due to inter-organisational
friction
Frank O'Connor
NZPsS President
Consultant, Moa Resources
+64 21 386-911 franko@moa.net.nz
New Zealand Psychological Society - Annual Conference 2011
2. The scale of the disaster in Canterbury means that
the recovery will require integrated and timely
decision making across a range of organisations
• The leadership and coordination of the multi-year recovery effort
in Canterbury will involve varied groups, with differing interests
• Large amounts of work are being done, planned, communicated
and aligned
3.
4. How will we keep the social agenda in sync
with the structural agenda?
There is no point in buildings, roads and sewers
that struggle to find users
• At no stage in its history, has the working population of
Christchurch needed to collaborate so much
– In the initial rescue phase, organisations assisted each other much
as neighbours reached over fences: without careful consideration of
finances and future
– As the recovery phase took over, these organisations took stock of
their situations, resources and mandates
What comes next?
6. Time moves on
Drawing back naturally from the generous help of
these first phases….
• Some organisations found they had insufficient resource to
maintain early recovery efforts and had to reconfigure
• Others had delays in the supply of essential materials or
knowledge
Add the overlay of strain that results from the
ongoing stress of disruptions and delays to
ordinary ways of getting things done across
organisations
7. What are we seeing?
Evidence is emerging of inter-organisational strain
following the phases Gordon outlines for
individuals
• But the losses of performance are much greater in impact when
the linkages break down between, for example, an asset owner
and their lead contractor or a core health facility and its
contracted service providers
• What will keep institutions and organisations joined up, willing
and able to act together when circumstances are ready?
8. What we need to recover
There are social needs that underpin economic
recovery and they need attention too
• For people to get stuck into purposeful rebuilding activity of
whatever kind is their lot, and stick with it until it is done well
enough, they need to:
– acknowledge a gap between what they had and what they now have
– be able to address that gap
– have confidence that the gap will stay addressed
• This appears to be the case for all individuals and applies with
slight variation to groups, whether families, neighbourhoods or
more formal organizations
9. It is not necessary to change.
Survival is not mandatory.
– W. Edwards Deming
10. A lot of stuff is busted
Structural assets, such as houses, factories, pipes,
roads and wires, are both familiar and direct
• When I notice my window is broken, I want it fixed to keep wind
and rain out
• I find someone to do the work and, if needed, a way to pay them
• I choose someone who will do a good job so re-repair is not
needed
• Asset utility is reinstated to a sufficient standard
– Most people can do some of this
Many organizations did and are doing their
equivalent too: getting property, equipment, people
and funds organized to do their work again
12. Information is broken too
Informational assets
• who lives where
• where water, food or utility services are available
• which schools have able-to-use sports fields
• where parking spaces are commonly available
Each of these is familiar to those who use them a lot, and the
information is stored in a variety of ways
• Rebuilding is less direct than for physical assets.
– users may be frustrated that they no longer ‘know’ what they did
– reinstating useful knowledge is limited by ability to gather it
– replication channels pass on others’ learnings – eg, Facebook
• Ongoing changes, due to additional damage as well as repairs, reduce
confidence in being able to use information
Uncertainty kills information value
13. It is not the strongest of the
species that survive, nor the
most intelligent, but the one
most responsive to change
– Author unknown, commonly
misattributed to Charles Darwin
14. New kinds of information are needed
Many people struggle a bit with this sort of loss of
usable information, but they persist and gradually
the gap is filled or the importance of the gap is lost
in all the other things that need doing
• Organisations are responding to address the explicit data losses
first
• Tacit know-how carried in peoples heads is less available due to
the strain of operating while fixing the structures that aren’t as
they were
Information flows among organizations are
constrained by damaged infrastructure and by
distracted human carriers
• Workplace conversations spend less time talking about ‘the
work’ than used to be the case
• People guess differently about what might happen
15.
16. Less tangible losses are felt too
Relationships are assets used for exchanges of
value to achieve social and economic objectives
• To share responsibilities
– eg for care of other people, especially those less able
• To produce goods and services
• To have fun and create stuff
Relationships are familiar to those directly involved
and goodwill is held in different ways but the need
for rebuilding is less obvious
• Parties to a relationship may be aware that they no longer
receive or give what they did, and may wish to fix this
• Absences, distractions and reduced availability (face to face, by
phone or other form) mean the relationships are no longer as
able to exchange as they were
17.
18. Friction goes up and fun goes down
With ability to reinstate relationships limited,
confidence at being able to rebuild for the future
suffers
• Relationships in families and in neighbourhoods show strain in
various way:
– frazzled interactions
– low tolerance of differences
– inflexibility
Organisations feel the stress too, and relationships
within and among organisations show similar
disruption
• Negotiations are more heated
• Agreement is more fragile
• Trust is harder to win
– Anxiety about keeping of promises on delivery of goods and services
receives frequent comment
19. Attitudes can be social and economic assets
Some enduring attitudes are values supportive of
producing desired economic and social outcomes
• Fairness
• Impartiality
• Responsibility
• Trustworthiness
• And what about:
– Desire to get things done?
– Insistence on sufficient quality?
– Consideration for the needs of others?
• Attitudes are not as reliably described as are other classes of
asset
But their loss has impacts on recovery
20. Rebuilding attitudes is often indirect
People may be frustrated that they no longer ‘feel’
what they did but have no sense of ability to change
the way they ‘feel’ in their immediate setting or in
the likely future
• Many people have found that effort to take control of the mess
their house or factory is undone by
– a further aftershock
– a decision by an authority
– a departure of a child-care provider
– damage to a vehicle exacerbated by road conditions
– inability to get materials at a price that allows them to stay in
business
• Attempts to rebuild reflect this low ability, and frequently end in
early frustration
21. "I think we're all
a bit more
worried about
the
psychological
impact on the
people of
Christchurch
than the
Government's
Budget.''
Finance Minister
Bill English
The Press
14 June 2011
22. Psychology is helping
Especially with the several thousand who are
mentally wounded
But we can help more as a profession by focussing
on the few thousand others who are leaders
– Businesses
– Services
– Communities
– Whanau
– Churches
– Social groups
– Sporting codes
All are necessary to rebuild society
23. To secure the wellbeing of our people,
continuing leadership is needed
Effective leaders enable their people to get on with
their essential stuff
• Leaders are our best antidote to uncertainty
– They help us focus on what has to be done
– When we get stuff done, we all feel we’ve achieved something
– We’re confident about doing something more
Even if another shake means we have to start over
Leaders struggle just as the rest of us do, and must
– cope with more changes to the schedule
– adapt to the latest departures from the city
– find another person to do the work that is still needed
24. We cannot afford to lose
leadership because our
people will lose heart
We need action to support
existing highly effective
leaders in the greater
Christchurch community
And for as long as it takes
25. Highest leverage on capability and
persistence
Aim: To identify and enhance the capability of
various kinds of leaders, so that they are more able
to keep going
The confidence areas worth most attention in these
leaders?
• Immediate readiness to keep trying, and accepting other things
are not ripe for immediate attention
• Short-term ability to get things done, and not taking on things
beyond present resources or permission
• Long term willingness to keep trying for the foreseeable future
within capacity and consent limits.
In shaky collaboration of people in research at the University of Canterbury, in practice
in Christchurch and at the Joint Centre for Disaster Research
26. As a profession….
… we are able to help
receptive leaders to
lead in the wide range
of changing and
challenging situations
ahead
As the new physical
structures come,
these leaders will be
helping the
commercial and social
structures reframe,
strengthen and grow
How?
Picture: Waikato Times
27. Address the stress: A process suggestion
Gather a group for a couple of hours to discuss the
ways in which they address the stress felt by those
under their leadership
• By focusing on what they have done that works, they reinforce
their own effective coping strategies and encourage others to try
them
• There is little need for theory or self-disclosure, beyond
describing the situation sufficiently for others to see why the
leadership choice made was suitable and likely to be effective
• While an example of a detailed stress management process
follows, there are many others
• More important is facilitation that helps participants discriminate
What Works versus What Mightn’t
28. Discuss ways that work
• To notice ordinary leaders’ responses/reactions to abnormal
events including change, loss, grief and trauma
• To listen effectively and respond to those who look to you for
leadership when they are stressed or distressed
• To support someone who is
– coping well at present and shows no present vulnerability
– coping variably at present and shows some vulnerability
– not coping at present and shows high vulnerability
– likely to benefit from specialist help
29. Past, present and future
Which is causing the
confusion and delay?
Look at differing needs
• In the past, affecting immediate
readiness to keep trying, and
Willing
accepting that other things are
Ready
not ripe for immediate attention
Able
• Today, affecting short-term
ability to get things done, and
not taking on things beyond
present resources or permission
• In future, affecting long term
willingness to keep trying for the
foreseeable future within
capacity and consent limits
30. There is much we can do to improve
resilience
Especially if we focus on how people are coping
and help them carefully with the particular
challenges they face, not with the general challenge
the city faces
We don't want to teach a set of strategies that have
to be unlearned if matters get worse for folk
31. Example agenda: Information session
• A very busy hour Who am I concerned about?
Extra time in skill building sessions • Colleagues?
Background to the strain • Friends?
Christchurch people face • Family?
– Physical changes – traffic, exercise,
access
– Informational changes – where things What am I concerned about?
are now • Events in the past
– Social changes – who’s about –
family, friends • Things happening today
– Attitudinal changes – risks and worries • Things that might (or might not)
Stress responses happen
• What everybody does… How do I do the triage thing … a colleague
… a friend or family member… myself
• What some people do…
• What makes things worse … Discussion on what we can do
How do I react? How do my friends see me?
when
What makes it harder to get work • Getting help (from …)
done
• Uncertainty in programmes • Helping others cope better
• Uncertainty in colleagues / clients • Helping myself cope better
• Uncertainty in self / close ‘family’
What can I do about my uncertainties