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
Dr. Louise Horstmanshof, Senior Lecturer and Course Coordinator for Southern Cross University's online Master of Healthcare Leadership shares her insight into the future of health leadership and management.
Dr. Louise Horstmanshof, Senior Lecturer and Course Coordinator for Southern Cross University's online Master of Healthcare Leadership shares her insight into the future of health leadership and management.
Born on January, 30th 1980 at Toraja, Sulawesi Selatan, Indonesia
Graduated Diploma Nursing in 2005 from Adventist University of Indonesia
Graduated his BS Nursing in 2008 from Adventist University of Indonesia
Work Experiences
- 2005 – 2007 International SOS as Paramedic
- 2007 -2008 Nurse Practitioner at Adventist University Clinic.
- 2008 – 2012 Clinical Instructor at Adventist University of Indonesia
He is now pursuing his Master degree in Nursing at Adventist University of the Philippines.
Syllabus on Nursing Leadership and Management based on CMO 14 Curriculum. Can be use for references for instructors and students and may serve as a guide in their study and for scholarly works.
The retarded development of nursing and nursing profession seems to be mainly due to the fact that no serious thought has been given to this discipline.
Organizations that understand the difference between management and leadership roles can better support the success of physicians who move out of their clinical practices and into different roles within healthcare.
CFOs and chief medical officers (CMOs) can build on common traits to form productive partnerships in guiding healthcare organizations through the changes affecting the industry.
Compare seven specific methods for enhancing physician leadership development
Explore how to evolve the medical staff governance model and install an engaged and involved form of multiple level physician leadership
The term corporate social responsibility (CSR) refers to practices and policies undertaken by corporations that are intended to have a positive influence on the world. The key idea behind CSR is for corporations to pursue other pro-social objectives, in addition to maximizing profits. Examples of common CSR objectives include minimizing environmental externalities, promoting volunteerism among company employees, and donating to charity
Born on January, 30th 1980 at Toraja, Sulawesi Selatan, Indonesia
Graduated Diploma Nursing in 2005 from Adventist University of Indonesia
Graduated his BS Nursing in 2008 from Adventist University of Indonesia
Work Experiences
- 2005 – 2007 International SOS as Paramedic
- 2007 -2008 Nurse Practitioner at Adventist University Clinic.
- 2008 – 2012 Clinical Instructor at Adventist University of Indonesia
He is now pursuing his Master degree in Nursing at Adventist University of the Philippines.
Syllabus on Nursing Leadership and Management based on CMO 14 Curriculum. Can be use for references for instructors and students and may serve as a guide in their study and for scholarly works.
The retarded development of nursing and nursing profession seems to be mainly due to the fact that no serious thought has been given to this discipline.
Organizations that understand the difference between management and leadership roles can better support the success of physicians who move out of their clinical practices and into different roles within healthcare.
CFOs and chief medical officers (CMOs) can build on common traits to form productive partnerships in guiding healthcare organizations through the changes affecting the industry.
Compare seven specific methods for enhancing physician leadership development
Explore how to evolve the medical staff governance model and install an engaged and involved form of multiple level physician leadership
The term corporate social responsibility (CSR) refers to practices and policies undertaken by corporations that are intended to have a positive influence on the world. The key idea behind CSR is for corporations to pursue other pro-social objectives, in addition to maximizing profits. Examples of common CSR objectives include minimizing environmental externalities, promoting volunteerism among company employees, and donating to charity
Six leadership styles, complete with descriptions, behaviors, values, and quotes are illuminated. Each leadership style's strengths and applicability to healthcare are explored.
The Clinician's Role in Developing a Patient Experience StrategyRenown Health
Learn how clinicians and marketing consultants can work together to develop a patient experience strategy that enables team to work at the highest levels and achieve outstanding results.
Module 1: Being a health and care radical - change starts with meNHS Improving Quality
These are the slides for module one of The School for Health and Care Radicals, a five week virtual programme, designed to equip people across the health and care system with the core skills to improve their skills as change agents. It supports NHS Change Day 2014, the grassroots movement in which everyone who values the NHS can make a pledge of action to improve things for patients and the health and care system.
Big change only happens in health and care because of heretics and radicals: passionate people who are willing to take responsibility and work with others to make change happen. Being a radical isn't related to hierarchy or position and you don't have to work in the NHS or social care to qualify as one. Registrants to the school so far include patients and carers, students, senior leaders, improvement facilitators and clinical and care staff.
Starting on 31 January, there will be a live weekly web seminar which will be available to 'listen again', supported by a raft of other opportunities, including coaching and mentoring, virtual discussions and tweet chats, and an ever- expanding portal of useful resources.
Programme
The programme focuses on five modules over five weeks, 9:30 to 11:00 am GMT
• Friday 31 January: Being a health and care radical: change starts with me
• Friday 7 February: Forming communities: building alliances for change
• Friday 14 February: Rolling with resistance
• Friday 21 February: Making change happen
• Friday 28 February: Moving beyond the edge
Tweetchat
We will run a tweetchat each Wednesday from 16:00 to 17:00 GMT, based on the content of the module from the previous Friday. A tweetchat is a facilitated conversation using Twitter. The hashtag we will use for the tweetchats is #SHCRchat. The dates for the tweetchats are:
• 5 February
• 12 February
• 19 February
• 26 February
• 5 March
There is no charge to join the School of Health and Care Radicals and it is open to all, whatever your role or level, and whether or not you work in the NHS. There will be additional learning materials and opportunities in addition to the web seminars but there is no set syllabus for learners to work through - you can join for as much or as little as you want.
More information: http://changeday.nhs.uk/healthcareradicals
Sudhir Srivastava, Founder, Chairman, and CEO of SS Innovations International Inc., graced the cover of World’s Leaders Magazine as one of the Worlds Most Pioneering Leaders in Healthcare, 2024
Michael Gorton, an author, serial entrepreneur and founder, grace the cover of the renowned World’s Leaders Magazine as one of the World's Most Pioneering Leaders in Healthcare, 2023
Similar to Open, Transparent & Visible Leadership - Dr Mark Newbold - MLS2013 (20)
Presentation on Leadership in Healthcare for the Northern Ireland Healthcare Leadership Forum, with my personal reflections and learning on leadership.
These lecture slides, by Dr Sidra Arshad, offer a quick overview of the physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar lead (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
6. Describe the flow of current around the heart during the cardiac cycle
7. Discuss the placement and polarity of the leads of electrocardiograph
8. Describe the normal electrocardiograms recorded from the limb leads and explain the physiological basis of the different records that are obtained
9. Define mean electrical vector (axis) of the heart and give the normal range
10. Define the mean QRS vector
11. Describe the axes of leads (hexagonal reference system)
12. Comprehend the vectorial analysis of the normal ECG
13. Determine the mean electrical axis of the ventricular QRS and appreciate the mean axis deviation
14. Explain the concepts of current of injury, J point, and their significance
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. Chapter 3, Cardiology Explained, https://www.ncbi.nlm.nih.gov/books/NBK2214/
7. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
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
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
263778731218 Abortion Clinic /Pills In Harare ,sisternakatoto
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Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
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
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
The Gram stain is a fundamental technique in microbiology used to classify bacteria based on their cell wall structure. It provides a quick and simple method to distinguish between Gram-positive and Gram-negative bacteria, which have different susceptibilities to antibiotics
Open, Transparent & Visible Leadership - Dr Mark Newbold - MLS2013
1. Open, transparent and
visible leadership
..and why medical leadership?
Dr Mark Newbold
CEO, Heart of England NHS FT
21 June
@drmarknewbold www.marknewbold.com
2. Outline
What is the leadership challenge?
What style and approach do we need from
our leaders?
Why is medical leadership important?
Are we using our medical leaders to best
effect?
4. Intro
Histopathologist
Range of clinical management roles
Aspiring CEO programme in 2007
CEO since 2007
Transformation of hospitals, and leadership
Role of social media
6. The big challenges
• Balancing quality, performance and money
• Improving outcomes
• Creating a culture of safety and compassion
• Transforming care from acute to long term conditions model
• Joined up, dignified and appropriate care for the frail elderly
• 7 day working
• Leading in a ‘goldfish bowl’ and being accountable
• Tackling health inequalities and improving preventative care
7. The big challenges
• Balancing quality, performance and money
• Improving outcomes
• Creating a culture of safety and compassion
• Transforming care from acute to long term conditions model
• Joined up, dignified and appropriate care for the frail elderly
• 7 day working
• Leading in a ‘goldfish bowl’ and being accountable
• Tackling health inequalities and improving preventative care
questioning
involving
clinical engagement
empowering, culture of excellence
common purpose, credible
resilient, inspiring, innovative
collaborative
clinical engagement
open, transparent
engaging, trusted
broad view, ‘doing the right thing’
9. NHS leadership
There is no…
hidden / political / managerial agenda, or ‘black book’
There are…
inherent challenges that are complex
The job is to…
improve care quality, while transforming services, within
available resources – and take people with us
Leaders must be able to…
manage, understand and work through complex issues,
engage and inspire staff, build a relationship with the
public, work with partners –and - take criticism, be
scrutinised, manage upwards!
10. There are frustrations!
top down, directive harsh performance culture
narrowly focused targets
organisation trumps system
rules can trump principle
secrecy is ingrained
media
professional conservatism
MP’s
11. build a regular dialogue
a person not a bureaucrat
open up managerial decision-
making
be accessible and transparent
share the dilemmas and
complexities
to build trust
we need a new style of leadership…
12. …and a new way of engaging?
Traditionally we use…
comms for ‘telling’
engagement for ‘asking’
but in todays connected world we
need to be part of the debate
13. Our strategy
‘power lies in connections and networks’
‘issues are debated continually, be part of it’
‘hierarchies are flattening – be accessible, ready to give a view, and
willing to be challenged’
separate CEO and organisation
- make the CEO ‘human’: personal, open, transparent
- organisation: info, listening, messages, informing
aim is to build relationships, trust, and
understanding
14.
15.
16.
17.
18.
19.
20.
21.
22. Twitter - social media types, health and social
media types, doctors, nurses, midwives,
commentators, public, patients, campaigners,
patients and relatives, complainants, local
‘watchers’, staff – HEFT and NHS-wide, peers,
colleagues, Think Tank people, academics,
organisation accounts, journalists, MP’s, policy
people, commercial, comms and spoofs!
LinkedIn – similar but higher proportion of
commercial
Blog – as above, but many more unknowns!
31. Is it a worthwhile use of my time?
many followers, including staff, ‘customers’, public
many readers, including staff, peers, and influencers
queries and complaints come increasingly via social media
I feel informed and ‘in touch’
being open & transparent is building trust and confidence
in organisation
Able to influence opinion, land messages, generate debate
35. Has transparency been
achieved?
i am contactable by anyone
i am ‘out there’ and part of debate
anyone can debate current issues with me
i can be challenged by anyone
my views are stated and open to comment
details of my decision-making, and how I spend my
time are open and available for all to read
37. It’s a ‘clinical’ agenda we must deliver
• Balancing quality, performance and money
• Improving outcomes
• Creating a culture of safety and compassion
• Transforming care from acute to long term conditions model
• Joined up, dignified and appropriate care for the frail elderly
• 7 day working
• Leading in a ‘goldfish bowl’ and being accountable
• Tackling health inequalities and improving preventative care
39. Medical leaders bring…
clinical understanding and expertise
values / vocation
independence of mind (!)
ability to create consensus with colleagues
They also…
understand real challenges better
commit most NHS resource
40. What do CEO’s want from medical leaders?
guidance and advice
clear clinical planning / strategy
creation of clinical consensus
constructive involvement in ‘real world’ debate on resource /
constraints
leadership on outcomes and quality
41. Some advice to medical leaders…
management - not ‘dark art’ - is about people and their
motivations
be straight, honest, principled, and...
...be prepared to take difficult decisions
consult often, be clear and open
policies are broad – it’s the interpretation and implementation
that really matters
always understand the wider context
seize the initiative, don’t wait
it’s not about ‘them’, it’s about us!
42. …and finally
don’t worry about being able to read spreadsheets and budget
statements!
concentrate on what you uniquely bring, and work with your
general manager colleagues
and…
never forget that your real mandate comes from your patients,
your colleagues and your public… not from your manager!
THANK YOU!