Rhona Flin, Professor of Applied Psychology at the University of Aberdeen, discusses how we can develop and manage a safety culture in the NHS and draws on how safety is managed in other industries.
• Define the concept of culture and its impact on individuals, groups and organizations.
• Describe the various cultures that impact individuals, such as national, professional and organizational culture and explain the difference between them.
• Understand and explain the importance of a positive organizational culture for the success of the safety management system.
• indicate the importance and measures of management commitment.
A presentation given at the 2016 Traffic Safety Conference during Breakout Session 15: Traffic Safety Culture Indexing. By Terry Stobbe, Ph.D., Associate Professor, Department of Community, Environment and Policy, University of Arizona
Improving Safety and Health Management in the Construction Industry.
A safety culture helps to ensure wider adoption of safety practices and allows companies to better reap the benefits of their safety investments. The new findings on the influence of a safety culture at a construction company, along with striking differences from the findings in 2012, demonstrate that encouraging a safety culture is critical, that safety investments in the industry are clearly paying off and that jobsite workers are increasingly recognized as playing a critical role in ensuring high safety performance at construction companies. Procore considers safety to be of utmost importance in the construction industry. To learn more please visit https://www.procore.com/.
• Define the concept of culture and its impact on individuals, groups and organizations.
• Describe the various cultures that impact individuals, such as national, professional and organizational culture and explain the difference between them.
• Understand and explain the importance of a positive organizational culture for the success of the safety management system.
• indicate the importance and measures of management commitment.
A presentation given at the 2016 Traffic Safety Conference during Breakout Session 15: Traffic Safety Culture Indexing. By Terry Stobbe, Ph.D., Associate Professor, Department of Community, Environment and Policy, University of Arizona
Improving Safety and Health Management in the Construction Industry.
A safety culture helps to ensure wider adoption of safety practices and allows companies to better reap the benefits of their safety investments. The new findings on the influence of a safety culture at a construction company, along with striking differences from the findings in 2012, demonstrate that encouraging a safety culture is critical, that safety investments in the industry are clearly paying off and that jobsite workers are increasingly recognized as playing a critical role in ensuring high safety performance at construction companies. Procore considers safety to be of utmost importance in the construction industry. To learn more please visit https://www.procore.com/.
A presentation given by international keynote speaker Dr. Stephen Muething from Cincinnati Children's Hospital, USA at the CHA conference The Journey, in October 2012.
PREVENT WORK-RELATED INJURIES
Behavior-based safety is based on the theory that most accidents at workplaces can be prevented with the right behavioral analysis and training. Minor errors and oversights are often left unreported and thus can lead to major accidents if the causes for the incidents are not addressed.
Improve employee safety with our presentation on Behavior-Based Safety:
http://www.presentationload.com/behavior-based-safety-powerpoint-template.html
The BBS approach examines which behaviors and organizational circumstances led to accidents. By knowing this, you can inform employees about safe behavior at the workplace and implement Behavior-Based Safety in your company.
This template not only contains images with background information on occupational safety, but also a series of graphs with statistics and figures on the subject as well as a useful icons toolbox.
What might be the ultimate risk management machine, is called a ‘High Reliability Organization’ (HRO). HRO can be thought of as a very advanced version of continuous quality improvement that extends to the performance of an entire organization.
Leadership is one of the key drivers of a culture within an organisation.
Key attributes of a safety leader include understanding the basis of a high performance organisation through the adoption of HSE mindfulness.
Serious Incident PreventionSM(SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
Organization behavioral human factors contributing to accident (Ajeenkya D Y ...Ajeenkya D Y Patil
Human Factors Causing Accidents :-
Human factors causing accidents are those factors directly attributable to the operator, worker or personnel involved in an accident.
A number of human behavioral factors may contribute to the accidents.
Behaviour-Based Safety by BIS Training SolutionsBIS Safety
Behavior-Based Safety (BBS) is the process that creates a safety partnership between management and workers, focuses on people’s behaviour related to how they work, and encourages all workers to be safe and to work safely all time. To know more visit site.
Serious Incident Prevention (SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
A presentation given by international keynote speaker Dr. Stephen Muething from Cincinnati Children's Hospital, USA at the CHA conference The Journey, in October 2012.
PREVENT WORK-RELATED INJURIES
Behavior-based safety is based on the theory that most accidents at workplaces can be prevented with the right behavioral analysis and training. Minor errors and oversights are often left unreported and thus can lead to major accidents if the causes for the incidents are not addressed.
Improve employee safety with our presentation on Behavior-Based Safety:
http://www.presentationload.com/behavior-based-safety-powerpoint-template.html
The BBS approach examines which behaviors and organizational circumstances led to accidents. By knowing this, you can inform employees about safe behavior at the workplace and implement Behavior-Based Safety in your company.
This template not only contains images with background information on occupational safety, but also a series of graphs with statistics and figures on the subject as well as a useful icons toolbox.
What might be the ultimate risk management machine, is called a ‘High Reliability Organization’ (HRO). HRO can be thought of as a very advanced version of continuous quality improvement that extends to the performance of an entire organization.
Leadership is one of the key drivers of a culture within an organisation.
Key attributes of a safety leader include understanding the basis of a high performance organisation through the adoption of HSE mindfulness.
Serious Incident PreventionSM(SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
Organization behavioral human factors contributing to accident (Ajeenkya D Y ...Ajeenkya D Y Patil
Human Factors Causing Accidents :-
Human factors causing accidents are those factors directly attributable to the operator, worker or personnel involved in an accident.
A number of human behavioral factors may contribute to the accidents.
Behaviour-Based Safety by BIS Training SolutionsBIS Safety
Behavior-Based Safety (BBS) is the process that creates a safety partnership between management and workers, focuses on people’s behaviour related to how they work, and encourages all workers to be safe and to work safely all time. To know more visit site.
Serious Incident Prevention (SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
Undefined organizational structures can lead to breakdowns in communication that leads to lack of accountability. Therefore programs may suffer or fail. The bottom line, no matter how you look at it, management set priorities and what is on top of the list gets done. As we have discussed in a previous sesssions, safety must become a core value that is built into the management system. Priorities change as fast as time, but a value, once established, will be less apt to change with shifting priorities. This is one of the most important concepts that management must understand. This is how the culture is created and will continue to function and improve.
5 Top Tips for Implementing a Successful Safety Culture in Global OrganizationsPECB
A safety culture within an organization values and embeds safety in every process, decision and action. This webinar explores what needs to be done in implementing a safety culture and what are the top actions and traps to consider during the implementation.
Main points covered:
• Why is the implementation of safety culture important?
• What works when implementing a safety culture?
• What are the elite actions to take during the implementation of safety culture?
• Which dangerous traps should you avoid while implementing the safety culture?
Presenter:
Cathy Hansell, the President of Breakthrough Results, has over 30 years of safety, health, environmental (SHE), product and manufacturing quality experience, holding various senior leadership roles at several international corporations. She is a frequent guest speaker at business and academia conferences, councils and symposia in such topics as safety culture, sustainability, leadership engagement, six sigma and wellness. She was awarded the 2010 Woman of the Year in the Safety and Health Field from the National Association of Professional Women, and one of the Top 100 Women in Safety Engineering from the American Society of Safety Engineers. Most recently, Cathy co-founded the Centre for Corporate Responsibility and Sustainable Development in Europe.
Link of the recorded session published on YouTube: https://youtu.be/35JZgF3v2Jo
Frances Patterson: Creating a new framework for delivering adult social careThe King's Fund
Frances Patterson QC, Public Law Commissioner at the Law Commission, outlines the recommendations set out in the new legal framework for adult social care.
Case management: What it is and how can it be implemented?The King's Fund
Nick Goodwin introduces our new paper on case management, evaluating practical examples and considering how it can help establish integrated health and social care.
Simon Tanner: how can we make the health legacy of the Games lasting for Lond...The King's Fund
Simon Tanner, Director of Public Health at NHS London, talks about the benefits of the Games for Londoners, and how the health legacy can be sustained.
Liz Bruce: Manchester health and wellbeing boardThe King's Fund
Liz Bruce talks through how Manchester health and wellbeing board promotes partnership across local government, public health, the local NHS and third sector.
Belinda Phipps: Why choice matters - Improving the experience of maternity careThe King's Fund
Belinda Phipps, Chief Executive of the National Childbirth Trust, looks at what maternity service choices are available and why having choice is important for mothers.
www.occupationalhazards.com May 2005 Occupational Hazards 43.docxericbrooks84875
www.occupationalhazards.com May 2005 / Occupational Hazards 43
Want to create world-class safety
performance in your organization?
The answer isn’t more safety programs
and it won’t be easy, but you can
do it – now!
STEPPING UP
TO OPERATIONAL
SAFETY EXCELLENCE
I
n 1985, I dared to ask one single question that
ended my 18-year career as a safety practitioner. It
also, however, impacted how safety would be
managed in companies throughout this country,
and marked the beginning of a second, more produc-
tive career as an organizational performance consult-
ant specializing in pre-emptive risk management. That
question was presented to the profession in March
1993 in Professional Safety’s cover story titled: “Safety
Management: A Call for Revolution.” Now, some 10
years later, it is being asked across five (known) conti-
nents impacting the thinking of academics and the
practices of many global institutions and organiza-
tions. That critical question was – and remains –
“Why?”
Inquiring minds want to know:
☛ Why... are all industry LWD incident rates only
marginally improved, in spite of 30 years of federal reg-
ulation and enforcement?
☛ Why ... do workers’ compensation costs continue
to escalate in many business segments in spite of these
incident rate declines?
☛ Why ... do multi-location companies with one
centralized safety program have such diverse results
across their organizations?
☛ Why ... did NIOSH researchers find that compa-
nies with better safety efforts had higher accident
rates?
☛ Why ... did a Department of Energy study con-
clude that sites that invested more (percent of budget)
in safety incurred higher loss costs?
☛ Why, in many organizations, is safety managed dif-
ferently than all other business functions? And most im-
portantly,
☛ Why ... did HR executives of the Conference
Board cite “safety” when asked what function could
be eliminated due to failure to add value?
These questions frame the bigger question: “If safety
programs are a common denominator to organizations
that both fail and succeed, what then is the “X Factor,”
BY LARRY L. HANSEN
In his October 2003 OCCUPA-
TIONAL HAZARDS article, “Get-
ting the Culture Right,” Don
Eckenfelder contends that or-
ganizational attitude ulti-
mately determines whether
safety initiatives succeed or
fail, and proposes three core
truths: “1 – Culture predicts
performance; 2 – Culture can
be measured; and 3 – Nothing
is more important than get-
ting the culture right!” The cul-
ture of an organization – its
basic beliefs and values con-
cerning people – is what
drives safety excellence.
Tom Peters and Bob Waterman spent a
decade In Search of Excellence, attempt-
ing to discover what lies at the core of op-
erational excellence. After years of re-
search, they summarized their findings in
a simple, yet powerful message to Ameri-
can management: “Figure out your values
system!” Values lie at the core of an orga-
nization’s culture, and are the predictors
of, an.
BUILDING A SAFETY CULTURE
A safety culture is an organizational culture that places a high level of importance on safety beliefs, values and attitudes—and these are shared by the majority of people within the company or workplace. It can be characterized as 'the way we do things around here'.
It is a subset of the overall organizational or company culture. Many companies talk about 'safety culture' when referring to the inclination of their employees to comply with rules or act safety or unsafely.
A positive safety culture exists when employees understand the importance of safety and exhibit positive safety behaviors. Examples of positive safety behaviors include wearing personal protective equipment (PPE) without being asked, completing risks assessments for all jobs and reporting all incidents.
According to the Occupational Safety and Health Administration (OSHA), developing a strong safety culture has the single greatest impact on accident reduction of any workplace practice. Therefore, developing a safety culture should be a top priority for the managers and supervisors at your organization.
OBJECTIVES OF A SAFETY CULTURE
Safety culture is the set of shared attitudes, beliefs, and practices demonstrated by workers at all levels of the company. A positive safety culture connects everyone in the company around a common goal to measurably reduce near misses and incidents. It goes beyond following safety procedures and rules.
In a positive safety culture, all employees are accountable for maintaining standards and procedures. This means management enforces safety standards and understands the requirements for a safe workplace, while on-site employees follow those standards and ensure their colleagues follow them, too.
Safety Culture is about People, Practices and Environment. As organizations and workplaces we should endeavor to be strong culture based.
What does strong culture-based safety mean?
Let’s take a look at each word in turn…
• Culture: the shared values, beliefs and attitudes of a given group, which show themselves as behavior.
• Based: the main principle or starting point.
• Safety: people not getting injured or killed.
A safety culture consists of shared beliefs, practices and mind-sets that exist at an organization and form an atmosphere of attitudes that shape behavior in a positive way. An organization’s safety culture is a direct result of the following factors:
• Management and employee norms, assumptions, and beliefs
• Management and employee attitudes
• Values, myths, and stories
• Policies and procedures
• Supervisor priorities, responsibilities, and accountability
• Production and bottom line pressure versus quality issues
• Actions, or lack thereof, to correct unsafe behaviors
• Employee training and motivation
• Employee involvement and buy-in during the process
A company’s safety culture is a direct reflection of the organization’s overarching culture and the people who work in it. As a result, most employees will gen
Belief Based Safety Leadership™ addresses the human barriers to the achievement of a ‘true culture of safety’ that can exist at the corporate, team and individual level – namely beliefs, expectations, habits, attitudes, values and efficacy.
2012.02.18 Reducing Human Error in Healthcare - Getting Doctors to Swallow th...NUI Galway
Dr Paul O'Connor, Whitaker Institute, NUI Galway presented this seminar "Reducing Human Error in Healthcare - Getting Doctors to Swallow the Blue Pill" as part of the NUI Galway Research Office Lunchtime Seminar Series on 18th January 2012.
Understanding NHS financial pressures: visual resourcesThe King's Fund
This slideset contains key visual elements from our report, Understanding NHS financial pressures: how are they affecting patient care? Please feel free to share and re-use these graphics with credit to The King's Fund.
Nine characteristics of good-quality care in district nursing taken from interviews with patients, carers and staff.
We hope this framework and these slides will be a useful resource for you – please feel free to use them in your work, in documents and presentations.
As part of a joint learning network on integrated housing, care and health, The King's Fund and the National Housing Federation have produced a set of slides illustrating the connections between housing, social care, health and wellbeing.
We hope they will be a useful resource for you – please feel free to use them in your office, in documents or presentations.
District councils’ contribution to public healthThe King's Fund
Our health is primarily determined by factors beyond just
health care. These slides illustrate the ways in which district
councils influence the health of local people through their key
functions and in their wider role supporting communities and
influencing other bodies.
The King’s Fund Events organise more than 20 health and social care events each year. Our highly-regarded conferences attract leading speakers from the government, the NHS, local authorities and the independent and voluntary sectors.
Jos de Blok set up Buurtzorg – which means ‘neighbourhood care’ in Dutch – with a team of four nurses. Today there are nearly 8,000 Buurtzorg nurses in 630 independent teams, caring for 60,000 patients a year. Nurses in Sweden, Norway, Japan and the United States are adopting the Buurtzorg model.
Our infographics highlight some key facts and figures around leadership vacancies in the NHS and some of the difficulties NHS organisations face in recruiting and retaining people for executive positions.
Sharing leadership with patients and users: a roundtable discussionThe King's Fund
‘What more is possible when patients, service users and those delivering services share the leadership task in health and social care?’
We held a roundtable discussion with patient leaders and organisational leads to discuss this question. Our slidepack summaries the conversations, including the opportunities and challenges for patient leaders, and where and how to start shared leadership working.
Making the case for public health interventionsThe King's Fund
In partnership with the Local Government Association, we have produced a set of infographics that describe key facts about the public health system and the return on investment for some public health interventions.
We hope they will be a useful resource for you – please feel free to use them in your office, in documents or presentations.
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
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
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Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
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
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...
Rhona Flin: building a safety culture in the NHS
1. Safety culture
Francis Inquiry Conference
The King’s Fund, 27th February 2013
Rhona Flin
Industrial Psychology Research Centre
University of Aberdeen
2. Francis Inquiry 2010: culture
• …such a culture has played a significant part in the development of the problems
to be seen in this Trust. This culture is characterised by introspection, lack of
insight or sufficient self-criticism, rejection of external criticism, reliance on
external praise and, above all, fear. I found evidence of the negative impact of fear,
particularly of losing a job, from top to bottom of this organisation. Regrettably,
some of the causes of that fear have arrived at the door of the Trust from
elsewhere in the NHS organisation in the form of financial pressures and fiercely
promoted targets.
• 136. Such a culture does not develop overnight but is a symptom of a long-
standing lack of positive and effective direction at all levels This is not something
that it is possible to change overnight either, but will require determined and
inspirational leadership over a sustained period of time from within the Trust.
• Vol 1, p184
3. Francis Inquiry 2013 culture
‘cultural barometer’ required
The staff surveys continually gave signs of substantial staff dissatisfaction with
the way the Trust was run. Trust management reacted to this with various action
plans, but dissatisfaction persisted, albeit not always in response to the same
questions. Such surveys were not of as much assistance as they might have been
because of the delay before the results became available, but they could and should
have indicated to the wider system that all was not well on a persistent basis. That the
results caused no very significant external reaction could be due to inattention, but it
is more likely due to the lack
of importance accorded to this
source of information. 2.370
4. Nimrod Review (Haddon-Cave)
‘A failure of leadership, culture and priorities’
Chapter 27 New Safety Culture
[for military aviation]
• Engaged safety culture =
• reporting culture
• just culture
• flexible culture
• learning culture
• questioning culture (Reason, 1997)
•Role of leadership from the top
5. Deepwater Horizon (2010)
‘It is also critical that
companies implement
and maintain a top-
down safety culture..’
(Report to the President, Jan 2011 ch 4)
6. Deepwater safety culture
A survey of the Transocean crew regarding “safety
management and safety culture” on the Deepwater Horizon
conducted just a few weeks before the accident hints at the
organisational roots of the problem.
The reviewers found Deepwater Horizon “relatively strong
in many of the core aspects of safety management.” But
there were also weaknesses. Some 46 percent of crew
members surveyed felt that some of the workforce feared
reprisals for reporting unsafe situations, and 15 percent felt
that there were not always enough people available to
carry out work safely. (chp8)
8. What is safety culture?
Term introduced following Chernobyl accident in
nuclear industry (1986)
• The necessary framework that prioritises safety within the
organisation which is the responsibility of the
management hierarchy
• The attitude of staff at all levels in responding to and
benefiting from the framework
International Atomic Energy Authority
9. Defining safety culture
The Health and Safety Executive in the UK defines the
safety culture of an organisation as ‘the product of
individual and group values, attitudes, and
perceptions, competencies, and patterns of
behaviour that determine the commitment to, and
the style and proficiency of, an organisation’s health
and safety management’.
‘doing the right thing even when no one is watching.’
(Dept Health, 2000, ch. 8)
10. Safety culture and behaviour
• Worksites with more positive safety culture show
lower accident rates
• Workers who perceive their supervisors/ managers
to be more committed to safety engage in more
safety-related behaviours and fewer risk taking
behaviours
• Motivational mechanism linking culture to
behaviour – expectations/ rewards linked to
behaviour of managers/ supervisors (Zohar, 2002)
( Landy & Conte 2006)
11. Cultural antibodies to safe behaviour
Bristol Royal Infirmary Inquiry
Kennedy Report (2001) – ch22
– Powerful motives for keeping quiet – especially junior
doctors and nurses
– Need for ‘a culture of openness’
– This calls for ‘significant leadership’
• Safety still struggling to be on the agenda.
• Strong leadership needed. Kennedy 2006
12. Is the culture reinforcing or toxic
for safe behaviours?
Unit culture
Worker
behaviour
13. Training crew resource management skills
- UK operating theatre teams (2009)
• Investigators noted that
“considerable cultural resistance
to adoption was
encountered, particularly among
medical staff”.
McCulloch, Mishra, Handa, Dale, Hirst, Catchpole. (2009)
The effects of aviation-style non-technical skills training
on technical performance and outcome in the operating
theatre. Qual Saf Health Care, 18:109-15.
14. Organisational factors associated with a
safety culture (HSE, 1999)
• Senior management
commitment
• Management style
• Visible management
• Good communication
between all levels of
employee [management
action]
• A balance of health and
safety and production goals
[management prioritisation]
15. CEO safety leadership
‘As congressional hearings on the Deepwater
Horizon disaster kick off today, lawmakers are
likely to get a tangle of finger-pointing from
the corporate leaders whose companies are
being sued for negligence in connection with
the disaster’ Houston Chronicle, May 10 2010.
“When you became CEO of BP, you promised
to focus "like a laser on safe and reliable
operations.“”
"I clearly am the ultimate power...“
"We have begun to change the culture.“
"It is a thing that I talk about every time I talk internally or
externally.“
"I wasn't part of the decision-making process... I wasn't
involved in any of the decision making... I simply was not
involved in the decision-making process”
16. Managerial resilience skills (Flin, 2006)
• Situation awareness
– ‘mindfulness
– detection and recognition of threats
– Cf. Shell: ‘Chronic Unease’/ Attention to weak signals
• Decision making
– balancing competing pressures
– ability to make ‘sacrificial decisions’ (Woods)
• Assertiveness
– speaking up
– challenging the leader
• But needs a supportive organisational culture
17. Human factors approach
• Focus on behaviours that contribute to safe and
efficient performance
• Situation awareness, decision making,
leadership, teamwork
• Used in aviation – CRM/ non-technical skills
• Recurrent training linked to current safety issues
• Now being adopted in other industries + some
domains of healthcare e.g. surgery
18. Clinical Human Factors Group
www.chfg.org
We are independent, impartial, and work
in a voluntary capacity…
Our vision is to engender human factors
thinking in the hearts and minds of all
healthcare staff and stakeholders.
From board to ward and beyond…
Established by Bromiley in 2007
19. DH Human Factors Reference Group
• Established in 2010 under chairmanship of Sir
Stephen Moss.
• Role of human factors in NHS, especially in
training and incident investigation
• Interim Report to Professor Sir Bruce Keogh
2012
• Proposed HF actions to ‘shift the culture’