How to Tackle Current Argumentative Essay Topics

How to Tackle Current Argumentative Essay TopicsAs a professor, you will encounter arguments that make you squirm, and it is often easy to get bogged down with the hectic schedule of the college classroom. Therefore, how do you tackle current argumentative essay topics? Simply put, what kinds of arguments are students using today?The good news is that some topics are more topical than others, so how do you deal with the more current student questions? I like to start by exploring whether the question pertains to the course topic. This can take a little time, but it is a good way to check to see if the question has been addressed in the course work, and also if it will help to define the course.If a question or topic is not related to the course, it is likely to have been addressed in past discussions, and most likely to be part of the curriculum. The next step is to narrow down your search. A useful tool for this is to use research on past questions. In addition, the course curriculu m will outline the problem or discussion, so it is worth reviewing those examples in your reading list.After you have identified the current issues, think about whether the solutions are viable. Sometimes the answer to the problem might be based on old information, or old techniques, and so it is always worth trying something different. You might also try to provide an alternative solution, rather than changing how you approach the original issue. That might even include asking the class to suggest alternative solutions.What are the students' expectations about the course? Is it a good match for their views, or would they prefer to be challenged on an argument?When talking about new subjects, many students want to see results in as little time as possible. Instead of waiting for the class to finish to the best of its ability, ask questions such as: Can you give me an example of how students can take part in this?'Some students may feel uncomfortable during argumentative essay topics . It is usually good to consider the topic in advance and study it ahead of time. This way, you will be prepared to address the issue when it comes up.Of course, if there is an issue that involves conflict between students, you may want to consider that too, and avoid them in actual classes. As always, let me encourage you to think beyond the syllabus and take an active role in the assignment. By doing so, you will be far better prepared to deal with the challenge in class, and will have stronger written assignments that will meet your grade.

Background of Peter Drucker - Free Essay Example

Sample details Pages: 8 Words: 2309 Downloads: 1 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? INTRODUCTION Background of Peter Drucker Peter Ferdinand Drucker is the real name for Peter Drucker and he was an Austrian-born American. He was known as a management consultant, educator and author that had contributed to the philosophy and practical foundations of the modern business organization. He was born on 19 November 1909 at Vienna, Austria. At that time, his mother was a medicine student while his father was a lawyer and high-civil servant. His mother is Caroline Bondi and his father is Adolf Drucker. After graduates from DÃÆ' ¶bling Gymnasium, Drucker moved to Hamburg, Germany and working as an apprentice at an established cotton trading firm. That was his first working experience. Then, he moved to Frankfurt and worked as a journalist at the Daily Frankfurter General-Anzeiger. With the organization, Drucker had written for the Der ÃÆ'–sterreichische Volkswirt (The Austrian Economist). In 1931, he got a doctorate in international law and public law from the University of Frankfurt. Two years after that, Drucker worked for an insurance company in London in 1933 before he worked as the chief economist at a private bank. Then, he got married with his wife on 1934, which is a year after that. After got married, both of them stayed at United States and Drucker was a university professor as well as a freelance writer and business consultant. Drucker got the authority to be the citizen of United States on 1934. At that time, he was a professor of politics and philosophy at Bennington College until 1949. From 1950 until 1971, Drucker had working as the Professor of Management for twenty-two years at New York University. Drucker was the developer of one of the countryà ¢Ã¢â€š ¬Ã¢â€ž ¢s that offered MBA programs for working professionals at Claremont Graduate University when he was at the California in 1971. From 1971, he was the Clarke Professor of Social Science and Management at Claremont until he dies. Claremon t Graduate Universityà ¢Ã¢â€š ¬Ã¢â€ž ¢s Management School was known as the Peter F. Drucker Graduate School of Management before it was changed. Then, it was renamed again as Peter F. Drucker and Masatoshi Ito Graduate School of Management. In 1999, at Claremont Graduate University, Drucker has established the Drucker archives, and it became the Archives Drucker Institute after seven years, in 2006. Drucker taught his last class in 2002 at age 92 but he still active as a consultant to businesses and non-profit organizations. At the age of 95 years old, on 11 November 2005, he died in Claremont, California due to natural causes. Well-known strategy: Management by objectives(MBO) Management by objectives(MBO) is the theory by Peter Drucker. The term management by objectives was first popularized byPeter Druckerin his bookThe Practice of Management, 1954. Management by Objectives(MBO) also known asManagement by Results(MBR). According to Drucker, it is the procedure of settin g objectives and monitoring progress towards them should permeate the entire organization. In the other way, it is a process of defining objectiveswithin an organization so thatmanagement and employees agree to the objectives and understand what they need to do in the organization in order to achieve them. Behind the principle of Management by Objectives (MBO), employees must have a clear understanding of the roles and responsibilities expected of them. Then they can understand how their activities relate to the achievement of the organizations goal and the importance on fulfilling the personal goals of each employee. The features of Management by Objectives (MBO) are superior-subordinate participation, joint goal setting and support from superiors. Superior-subordinate participation means management and subordinates need to understand that in Management by Objectives (MBO), they must work together to come up with goals and objectives. They must jointly agree on exactly how the job duties should be handled in order to attain those goals. For the joint goal setting, the cooperation level is required in the Management by Objectives (MBO) process. All sides must realize that the goals that are being set should be tangible, verifiable and measurable. In order it to be a successful venture, management and subordinates need to agree on objectives that are realistic and attainable. That is relating with the previous duties from both superior-subordinate participation that have to come out with the goals that are achievable by the organization. The third features is, superiors should have to make he available to the employee in term of giving them full of support. Superiors should offer advice and guidance to every individual that is working towards the organizational goals that have been set. This is exactly how Management by Objectives (MBO) works in maintaining a high level of communication and cooperation between management and employees. Managem ent by Objectives (MBO) consists of five steps which are goal setting, manager-subordinate involvement, matching goals and resources, implementation of plan and review and appraisal of performance. The first step is goal setting. The organizational objectives have to be crystal clear before any other steps can be considered. These are usually decided upon by top executives after consulting with the entire management team and the final decisions are them passed on to the rest of the organization, with the main focus on Key Result Areas (KRA). Key Result Areas are the targets or goals set by an entity in their strategic plan. It is used in many areas of business including customer service and human resources for examples are the duties and responsibilities of a person are to carry out in their job and their performance on each one. Second step is manager-subordinate involvement. Once the bigger organizational details have been decided, management and subordinates get to work on setting individual goals, with everyone within the organization involved. This joint consultation is important because people become highly motivated in achieving objectives that were set by them to start with. The goals of subordinates are specific and short range in order easier for subordinateà ¢Ã¢â€š ¬Ã¢â€ž ¢s unit to achieve within the specific period of time that already had been decided. Matching goals and resources is the next step. It is means nothing if not matching goals and resources. At this point, management must look at providing their people with all the tools and materials they need to meet those goals. If the goals are precisely set, then the resources requirement can also be precisely measured thus making the resources allocation easier. The allocation of resources should be done in consultation with the subordinates. Once all the objectives have been decided and resources put in place, the employees can start their work and responsibility according to the plan. They can call on management at any time if they need further assistance. As long as it is within the frame work of organizational policies, there should be minimum interference by management. This is the fourth step, which is the implementation of plan. The last step is review and appraisal of performance. It is important that managers and subordinates meet regularly to evaluate performance and progress. The same fair and measurable standards should be used during this process as they were in the planning stage. By review and appraisal of employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s performance, it can improve the morale of subordinates since the manager shows an active interest in the subordinateà ¢Ã¢â€š ¬Ã¢â€ž ¢s work and progress. It will attract and motivate employee to do their work better and getting better after that. There have some of the advantages of Management by Objectives (MBO). Firstly is motivation which means involving employees in the whole process of goal setting and increasing employee empowerment. Motivation in the workplace is obviously very important. Creating a motivating environment at the workplace produces happy employees, low staff turnover and absenteeism, enhanced productivity, satisfied customers and better financial performance. At the same time, this will increases employee job satisfaction and commitment towards their works. Another advantage is better communication and coordination. Frequent reviews and interactions between superiors and subordinates help to maintain harmonious relationships within the organization and also to solve many problems. Through this, it will avoid any miscommunication and any information will be sent clearly, thus will produce effective and productive staffs. The barriers or gap between the top management and lower management team will be reducing and there is an existing tight bond of relationships within the organization. For Management by Objectives (MBO) to be effective, individual managers m ust understand the specific objectives of their job and how those objectives fit with the overall company objectives set by the board of directors and it is linked to the organizations objectives. The managers of the various units or sub-units, or sections of an organization should know not only the objectives of their unit but should also actively participate in setting these objectives and make responsibility for them. The limitation means something that bounds, restrains, or confines. There are several limitations to the assumptive base underlying the impact of Management by Objectives (MBO) which are time consuming, develop conflicting objectives and lack of appreciation. Time consuming problem might occur in this theory. Management of Objectives (MBO) is incredibly effective, but it takes time to show the progress. The process of setting objectives is not something that tends to happen quickly and easy. It needs regular meeting in order to assess just how well the system is working and the progress from time to time. Another limitation in Management by Objectives (MBO) is develops conflicting objectives. The goals and objectives of each individual within the organization may not be the same with the other employees, which are particularly happening when there are multiple departments. Each department will have their own ideas of success, which they may feel is different from the rest, all of which creates conflict and at the end it will give bad impact and the objectives cannot be achieved by the organization successfully. Besides, Management of Objectives (MBO) will have the lack of appreciation as the limitation. The purpose of Management of Objectives (MBO) is to involve everyone in the goal setting of the organization, but it can still fail if the goals are not properly managed. It can also be a limitation if management do not delegate properly or motivate accordingly. There have some criticism for Management by Objectives (MBO) for exa mple W. Edwards Deming said, Management by Objectives (MBO) is a barrier to quality improvement. He make this when United States having industrial problem due to Japanese dramatic creation of quality product at low cost after World War II, through à ¢Ã¢â€š ¬Ã…“Eliminate Management by Objectivesà ¢Ã¢â€š ¬Ã‚ . There is no clear understanding of Management by Objectives (MBO) in relation to strategic management (Dale Krueger, 2004). Management by Objectives (MBO) does not provide full and complete strategic management and it can only be accomplished on a group basis but not the staffing and external environment. Here are some strategies to make Management by Objectives (MBO) an effective which are by support from all, training of managers and allocation of adequate time and resources. Support from all means executives may only implement a Management by Objectives (MBO) into the organization, but it will only work if every member of management is on board with the plan and wo rk together in order to achieve the goals. It is not only management that has to buy in, though, with every single employee need to understand what is needed to make it work and then co-operating every step of the way. They really have to feel that Management by Objectives (MBO) is a program that benefits to all. Training of managers is the next strategies should be implementing to make Management by Objectives (MBO) effectives. Since Management by Objectives (MBO) differs from any other management style, existing bosses must be brought up to date with the philosophy of Management by Objectives (MBO). They need to understand how the principles of Management by Objectives (MBO) can be implementing into the current company philosophy. This training is a crucial part of the process, especially since it is the manager and employees that are going to be responsible for setting the majority of goals and objectives. Another strategy should be implement is allocation of adequate time and resources, even the best planned Management by Objectives (MBO) program requires a minimum three to five years before it will give the positive results. Managers and employees should not employ Management by Objectives (MBO) thinking that it will be a quick fix solution and it will be settle in a short time. CONCLUSION Peter Druckerà ¢Ã¢â€š ¬Ã¢â€ž ¢s idea and concept of Management by Objectives (MBO) is still stay in this 21st century. Nowadays, the economy is rapidly growth in technology development. Employees are more preferred for freedom and active participation in management. Implementation of Management by Objectives (MBO) will help the employees to have the sense of full satisfaction and motivation as it enable them in the decision making and management process actively. Management by Objectives (MBO) is suitable practicing within the management in knowledge-based organizations such as software development companies that need all their workers or employees getting involve in the management and always come out with the new ideas that are never being introduced before. The employees are given sufficient responsibility and authority to achieve their individual objectives. Accomplishment of individual objectives eventually contributes to achieving organizational goals. References Peter Drucker. (n.d.). In Wikipedia. Retrieved Mac 23, 2014, from https://en.wikipedia.org/wiki/Peter_Drucker Management by Objective. (n.d.). In Wikipedia. Retrieved Mac 23, 2014, from https://en.wikipedia.org/wiki/Management_by_objectives The Drucker Institute. (2014). Peter Druckerà ¢Ã¢â€š ¬Ã¢â€ž ¢s Life and Legacy. Retrieved Mac 22, 2014, from https://www.druckerinstitute.com/ Management by Objectives. (2012). Advantages of Goals and Objectives Management. Retrived Mac 22, 2014, from https://managementbyobjectives.com/advantages-of-goals-and-objectives-management/ Management by Objectives. (2012). Limitations of Management by Objectives. Retrieved Mac 22, 2014, from https://managementbyobjectives.com/limitations-of-management-by-objectives/ Management by Objectives. (2012). How To Make Management by Objectives Effective? Retrieved Mac 22, 2014, from https://managementbyobjectives.com/how-to-make-management-by-objectives-effective/ Bob Krone, PhD. (2005). Management by Objectives. A Controversial Classic. Retrieved Mac 23, 2014, from https://artwork.net/ks/asq711/quality5a.htm Dale Krueger, Ph.D. Strategic management and management by objectives, 2004, pp 1-8. Don’t waste time! Our writers will create an original "Background of Peter Drucker" essay for you Create order

Human Suffering Essay - 735 Words

Human Suffering Human suffering happens every day, everywhere, in many types and ways all around us. We do not always see it, but that does not mean it does not exist. When we do see it exist we commonly ask ourselves, Does human suffering have meaning? I can answer this question easily. Yes, it does have meaning. I can answer this because of the four readings we read. However, as I examine this question deeper I see that the four readings have different ideas on meaning or the reason for suffering. Looking at the definition of the verb (to) suffer, feel or undergo pain; sustain damage or loss, we see that suffering is something that can happen because of more than one action. Each of the readings explained a different†¦show more content†¦Suffering was a direct result of death and love, but it was suffering that drove Gilgamesh on. It ended up making him stronger. Suffering is not a good thing, but you do get past it and you can learn from it. We see this in The Book of Job too. To Job, suffering happens as a result of God testing us. A Satan questioned the followings of Gods people. This led to God testing his best subject, Job. God made Job suffer in the worst way any human being could. This would be physical suffering and mental suffering. When God took away Jobs family and possessions, he suffered mentally. All of his possessions and loved ones were gone without a reason known to him. It was physical suffering when he was struck with sores about his body. This also gives reason to suffering that happens when you cant explain it. Even a person who thinks that they are perfect can suffer. You could be just like Job, almost a perfect worshiper. That would be even more the reason for you to be tested. The Book of Job is one of the teachings of the Bible, a spiritual and religious guide. A person reading this would believe that suffering is a test. It is a test of your faith, your faith in God. Therefore, if we were suffering, as long as we keep faith, the suffering will end. As long as we keep faith the suffering will stop, and better things will happen and develop. The Buddhists have other reasons for why we suffer mentally. TheyShow MoreRelatedHuman Suffering1539 Words   |  7 PagesHuman Suffering My great-grandmother passed away last month. She was an unbelievable woman who carried a special place in my heart. It was hard to handle the anguish I felt when I first heard about her death. Her passing left me with an empty feeling inside. The sad, empty, and painful feeling I sensed was my suffering. Human Suffering is a hard concept to grasp, but suffering is a part of everyones lives, not just mine. Everyone experiences a form of human suffering at one point or another inRead MoreThe Importance Of Human Suffering1493 Words   |  6 PagesDorian Williams ENG 221 (001) Dr. Halpern The Importance of Human Suffering Over the course of this semester we have read several books and plays that have in one way or another tie into the overall theme of human suffering. The Letters of Abelard and Heloise, Prometheus Bound, Women of Troy, etc.†¦.all contain elements of intense suffering, despair, and struggle, which made each of them particularly hard for me to not only read, but digest. The Book of Job in fact, was at first the singleRead MoreHuman Suffering Of Gilgamesh And Job1709 Words   |  7 PagesSuffering has been described as, to undergo or to feel pain or to sustain injury or loss. When the lives of Gilgamesh, Enkidu and Job are placed one a comparative level, clearly on can see that they all suffered some loss or pain. 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Each work postulates that human suffering comes as a result of choices that are made: A statement that is not only applicable to the characters in each of the works, but also to the readers. The Inferno and King Lear speak universal truths about the human condition: that suffering is inevitable and unavoidable. While both King Lear and the Inferno concentrate on admonitions and lamentati ons of human suffering, one of the key differences betweenRead MoreSuffering And Human Cruelty : The War Experience1282 Words   |  6 Pagesâ€Å"Suffering and human cruelty is inevitable and inescapable in the war experience† By: Kristen Manoski Sixteen million. That is the number of deaths that resulted from World War One. 16 million soldiers, defending their nation, trying to do what is right. The violent and scarring nature of war is implanted into the minds of both soldiers and civilians, altering their personality, state of mind and placing deep strain on their lives.This years theme is â€Å"Suffering and human cruelty is inevitable andRead MoreHuman Existence and Human Suffering Essay1920 Words   |  8 PagesAll throughout our history, we humans have constantly evolved and developed to an extent where we can give an account to the world we live in. From Epicurus to Thomas Aquinas, from Aristotle -who taught one of the greatest kings namely Alexander the Great- to Sartre and Camus were all for the search of why we are on this planet. What drives us to live or perhaps to die, even if it is by one’s own hand. When arguing about the meaning of life, one has to take into account that every doctrine, thesis

Substance Abuse Clinical Assessment free essay sample

Seems to have a hard time communicating with father, father is loud and angry, client is more open when father is not around, siblings were supportive following accident, however for the last 5 weeks they have been unsupportive. Only child living a home. He has a friend that comes over 2 -3 times per week. Use of Recreational Time: He used to enjoy seeing seeing school friends and playing video games, but now reports having no energy for much else. Complains of lacking energy to see people. Psychiatric/Mental Health Status and Intra-personal View: He reports â€Å"I might as well be dead, I can’t do anything now and never will† Self destructive behavior, eluding to loss of hope/giving up Spirituality/Role of Religion: unknown Diagnostic Impression AXIS I: Substance abuse related disorders. Mood disorder. Adjustment disorder. Possible Eating disorder Description: pain med abuse and testing positive via urinalysis for THC, opioids, meth. Psychiatric/Mental Health Status and Intra-personal View: He reports â€Å"I might as well be dead, I can’t do anything now and never will† Self destructive behavior, eluding to loss of hope/giving up Spirituality/Role of Religion: unknown Diagnostic Impression AXIS I: Substance abuse related disorders. Mood disorder. Adjustment disorder. Possible Eating disorder Description: pain med abuse and testing positive via urinalysis for THC, opioids, meth. Mood swings – one moment he is excited and talkative in a few hours or next day he will complain of not having any energy or interests. Adjustment – he felt that the accident was the end of any opportunity for a professional career, feeling hopeless, lack of enthusiasm for getting healthy. (Possible weight loss) AXIS II: N/A Description: N/A AXIS III: Leg injury-compound fracture left leg above knee 10 months ago *Referred by primary care doctor AXIS IV: Primary support group, educational problems. Problems related to social environment, other psychosocial and environmental problems AXIS V: GAF: 47 Crisis management and intervention strategies: rug use – address it, talk about it; suggest rehabilitation for drug use suicidal ideation- address issue with client Treatment Plan: A. Description of theoretical models used: 1. Short term goals: i. Relief of symptoms of depression ii. Restore relationships with previous friends iii. Find at least one new activates that evoke positive feelings iv. Develop no self harm contract v. David will report no suicidal ideation for 4 consecutive weeks vi. Learn coping sk ills to work on adjust and adapt to injury vii. Learn to identify maladaptive, negative thoughts and how to replce them with more positive adaptive thoughts which will be measured by demonstrating these skills during therapy sessions and by homework assignments for 4 consecutive weeks 2. Long term goals: i. Explore education options ii. Explore consistent individual therapy iii. Substance abuse Recovery, Group therapy iv. Improve sense of self and confidence v. Stable support system vi. Reduce symptons of depression B. Model of individual therapy: (motivational interviewing, group therapy, fam therapy, etc).

Root Cause Analysis Due to Sentinel Event free essay sample

Analysis of Sentinel Event: Child Abduction Root Cause Analysis (RCA): Child Abduction Please note the root cause analysis and recommended action plan show evidence of the key components of the RCA matrix for the specific event. An area on the matrix that may not have an identified process breakdown should still be summarized to determine that the component was evaluated. Brief description of event Tina, a 13 year old teenager admitted for day surgery, was inappropriately released to her father when her mother was delayed in returning to pick-up and release the daughter from the hospital. The hospital staff had no awareness of the family situation until the mother came back to the hospital and discovered that her tardiness had allowed the father, against the mother’s wishes, to check Tina out of the hospital. The hospital staff, had attempted to contact the mother multiple times prior to the check-out or release. We will write a custom essay sample on Root Cause Analysis Due to Sentinel Event or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page According to the call logs, six attempts to contact the mother were made by the post-op nurse in the 45 minutes the mother was delayed in arriving. According to the admitting paperwork the insurance for Tina’s day surgery was under the father’s name and policy. The hospital followed standard admitting and release procedures, but was surprised when Tina’s mother did not show or answer her phone. Tina’s father did not indicate suspicion or nervousness, he provided the proper documentation and verification of identity. The daughter confirmed that the gentleman was her father and it was obvious they were comfortable with each other. When Tina’s mother arrived, she was extremely distraught, the hospital contacted security immediately, and a â€Å"Code Pink† (hospital-wide child abduction alert) was activated. The Local law enforcement was also contacted by hospital security and provided the police with the fathers contact information and address. As the hospital security officer interviewed the mother, she shared with him that she and Tina’s father were divorced and that she had full custody of Tina and her siblings. This is not standard information the hospital required at the time of admittance. Within a few minutes phone calls were made to Tina’s father and police were dispatched to the father’s home. Tina was picked-up by local law enforcement within 30 minutes of her mother’s arrival at the hospital. Tina was in no immediate danger, and was resting until their mother could come get her. There were numerous errors that lead to the incident and the CEO of Nightingale Memorial Hospital assured Tina’s mother that this incident would be analyzed and processes put into place to prevent this type of event from recurring. Who participated in the sentinel event root cause analysis? Nightingale Memorial Hospital has a rotational committee that consistently is represented by the following departments: * Board of Directors – usually Assistant to the Chief Operating Officer * General Services Lead from Department Effected – Oncology, Pediatrics, Maternity, etc. * Patient Services * Admissions * Nursing Staff Those participating in the review are listed below: * Assistant to the Chief Operating Officer * General Services Vice President of Security * General Manager Pediatrics Department * Patient Services Department Administrator * Director of Admissions * Lead Nursing Sta ff – Pediatrics / Maternity Specific Task and Assignment of Sentinel Review Committee The purpose of the review committee is to evaluate the parental abduction sentinel event which occurred on September 14. Provide and accurate investigation as to the base reason(s) of how and why the abduction occurred or was allowed, and provide recommended action items and 30 day monitoring to establish and recommend a policy or system improvement to prevent an event of this nature from occurring again in the future. When deficiencies are noted, hospital leadership should establish task forces, made up of professionals from all relevant disciplines, to analyze existing processes and recommend interventions that might improve weak processes. Without multidisciplinary and interdepartmental communication, it is difficult to understand the big picture—what is actually happening to the patient during the episode of hospitalization and what the impact on the organization is. Teams led by department leads can brainstorm data for better ways to communicate and recommend preventive strategies. The task force team should consist of surgeons, anesthesiologists, risk control specialists, operating room nurses, quality management staff, and research analysts. Medical staff can explain to the team how complications from miscommunication or poor labeling have an impact on the patients health and require expensive resources such as operating room or intensive care unit (ICU) admission. A member of the risk management department might report on how much miscommunication or poor labeling costs the organization in malpractice claims and lawsuits, and someone from utilization might explain how much miscommunication or poor labeling costs the organization in excess days of stay. Someone in public relations might explore how poor publicity has had an impact on the volume of patients. Too often people in one department do not communicate with people in other departments. The medical records of patients who experienced the sentinel event should be analyzed by the team. Once the underlying causes of the event are identified through root cause analysis, the team should develop protocols to improve faulty processes. The team should research available literature to adapt to whatever might be useful to the organization. A tremendous amount of knowledge has already been published. Senior leaders, such as the CEO, COO, and CFO, should be involved in the improvement effort because they need to understand the organizational implications of improving processes—professional time and additional financial outlay may be needed. Measures should be developed to track the changes in the processes, and staff designated to collect and document the data. Databases, which may be Web based, should be developed to track analyze the rate of change and the implementation of preventive strategies by physician, unit, division, or patient population. When did the event occur? The sentinel event occurred on September 14, Thursday at 12:30pm right at the end of the morning swing shift with multiple staff occupying the pediatric wing and afternoon crew getting up to speed with the morning’s activities. The surgery was scheduled two weeks in advance and the entire pediatric department had known about the surgery prior to Tina’s arrival, from Monday’s Staff coordination meeting. What area/service was impacted? The following departments are listed in alphabetical order with a brief summarization of the department’s role and responsibilities. It is believed that all departments listed below will be impacted and addressed by action items from this investigations in future interactions with the patient and each other. Admissions – documents and records the patient’s personal information and receives consent forms before being directing the patient to a specific area in the hospital unit or ward. General Services- includes services provided by departments such as portering, catering, housekeeping, security, health ; safety, switch, laundry and the management of facilities such as parking, baby tagging, access control, CCTV etc. General Surgery covers a wide range of types of surgery and procedures on patients. Health ; Safety promotes and maintains the highest possible degree of health and safety for all employees, physicians, volunteers, students and contractors, and actively participates in quality, safety and risk initiatives. Human Resources provides a professional, efficient and customer focused service to managers, and staff, and facilitate the delivery of professional, efficient and customer focused service to patients. Information Management – specializing in quality management, continuous quality improvement and peer review by improving the quality of information. Maternity – indirectly affected by the action items of pediatric division as they provide antenatal care, delivery of babies and care during childbirth, and postnatal support. Neonatal indirectly affected closely linked with the hospital maternity department, as they provide care and support for babies and their families. Patient Accounts answers all billing questions and concerns, requests for itemized bills, and account balance inquiries. The patient accounts department also assists patients in their insurance benefits for services rendered. Patient Services – is commonly a source of information that can channel patient queries in relation to hospital services to the appropriate departments. Pediatric Services – specifically the area within a hospital specializing in the care of critically ill infants, children, and teenagers. What are the current steps in the SURGERY process, as designed? (Flow Diagram(s)) Patient and Parent arrive at the hospital on the scheduled day, at the specified time. After stopping at the Admitting Office to verify information, patient/parent are escorted to the childs room in the Pediatric Unit. Nurses check the childs weight, pulse, temperature and breathing, and give him/her a hospital gown to wear to surgery. In the Surgical Area, the surgeon and the anesthesiologist asks the parent more questions. To avoid a separation that could be frightening to the child, parents of children over six months of age are permitted to accompany them into the Operating Room and to stay until the anesthetic takes effect. The parents are then asked to wait outside the OR in a nearby adjacent waiting room. Hospital encourages parents to stay in the hospital by inviting them to have a snack in the Cafeteria or Coffee Shop while the child is in surgery. Parents are then reunited in the Recovery Room immediately after the operation. Parents are provided a beeper so that they can be notified immediately when surgery is over. The child will be in the Recovery Room until she is awake enough to return to his/her room. There, post-recovery care will be provided along with any instructions parents will need to care for her at home. Note Standard Warnings to Parents of Child behavior post Surgery: Parents are instructed the child may be wide awake and alert right after surgery, or may be groggy for a while. Parents are encouraged to discuss any questions or concerns with the nurse or anesthesiologist. Simplified Flow Chart Parent Registers Child at Admissions Hospital communicates arrival of patient to Pediatrics and/or General Surgery to department and provides direction to patient Child receives ID bracelet that is matched with parent or guardian at check-in Parent and Child taken to pre-op areas by RN and prepared for surgery (pre-op assessment done and consent signed) Parent usually accompanies child to door of OR suite Parents instructed to wait in adjacent waiting area until surgery complete given a beeper Post op, child transferred to recovery area Once stabilized, parent and child reunited Discharge instruction completed and child is discharged with parents once recovered Discharge includes escort to common area of hospital through security area of pediatrics division Potential for Child Abduction in Pediatrics/Maternity This flow chart of cause and effect was analyzed for child abductions in Maternity and Neonatal care and generically identifies potential abduction threats of children and potential weakness that allow an abductor to leave with a child. However, the investigative review of pediatrics specifically the sentinel event, has further assigned action items that are to be implemented in addition to those stated and currently a focus in this flow chart. What human factors were relevant to the event? Opportunities for error exist in every task performed by a nurse, physician or any other healthcare employee. Even though a single task may never be performed exactly the same way twice, minor variations in performing a task are usually of no concern. However, when a sentinel event occurs, it is considered a human error. Human error is any human action or inaction that exceeds the tolerances defined by the system. In this case Tina was unintentionally, released to her father when he did not have custody of the daughter. From the hospitals investigation, human error will be evaluated from the point the child was brought back to the recovery room post surgery. However, the hospital recognizes human error may be significant from a point prior; in that the mother was allowed to leave the hospital without a way of contacting her. As mentioned above two types of human errors exist: Unintentional and Intentional. Unintentional errors are simple mistakes that were not considered prior to the action for example bumping a switch or not labeling a bottle. Intentional errors are the actions deliberately committed because workers think their experience or judgment is correct or better than standard prescribed hospital procedures. This is often the case when short-cutting occurs to speed up a process. ie. Release of the patient to the wrong parent. Without assumptions, the evaluation process has traced the beginning of the event to the waiting and recovery period (postoperative). The mother had not provided any previous notice to the hospital that her daughter was not to go home with the father. This was no fault of the mother of the child, the hospital recognizes that it has no in-advance survey or questionnaire for that type of information prior to the signature of the release waiver. According to the investigation and testimonials; the mother was in a hurry to take one of Tina’s siblings to an offsite event, and assured the staff that she would be back on time. Human error on the part of the hospital staff, allowed the release forms to go unsigned until the mother could return. Coincidently, the father arrived shortly after the mother had left. There was no apparent intention to remove the child at that time. Upon completion of the surgery and a good portion of the recovery, he offered to take her home when the hospital couldn’t contact the mother almost an hour later than she said she would be there. His information matched the information provided on insurance submitted for the child’s surgery. The staff performed all regular procedures, prior to the release of the child. Which leads the committee to believe it is an error in the system that needs to be corrected to prevent a similar event from occurring in the future. The staff intentionally accommodated the release of the child to speed up the process of release. The staff had been trained and was well aware of the release process but allowed the father to leave with the child even though the mother had not signed the standard waiver. The thought process behind the event was based on a allowed Housekeeping to clean the room and prepare for two other children that were to be coming out of surgery within an hour. This hurried release of the patient ultimately was the human error that created the event, although other unintentional errors were made previously. How could equipment performance affect the outcome? The only equipment performance that was involved in the release of Tina to her father was Security Monitoring of the check-out from Pediatrics and the un-matching ID bracelets. This was purposely, overridden by the staff that checked out the patient and escorted the parent and the child through the security area. As an afterthought, the hospital has local beepers that work within a 10 mile radius of the hospital campus, a long distance â€Å"beeper† should have been issued to the parent when she left the hospital. An uncontrollable equipment issue; was the problem with the mother’s cell phone not functioning properly, whether battery or reception, the hospital should not have relied exclusively on the mother’s cell phone for their only ommunication with the absent mother. What controllable factors directly affected the outcome? * Staff to confirm communication with the person with matching ID bracelet prior to release. * Staff not to allow a parent to leave the facility prior to addressing â€Å"Release Intent Form† * Staff to provide other accommodations for waiting outside of the recovery room to expedite housekeeping * Securit y should have questioned missing ID with nursing staff prior to release * Security to verify vehicle and contact information and destination. Staff should have issued a â€Å"Redi-Beeper† to the patients mother * Release waiver was signed by someone other than the person who checked the daughter into the hospital * Further questioning of father and daughter independently to verify family status prior release Were there uncontrollable external factors? Uncontrollable external factors are those factors that the organization cannot change that contribute to a breakdown in internal processes. An organization should not be willing to assign many issues to this category. Although a factor may be beyond the organization’s control, the organization may be able to minimize the factor’s effect on patients. * Father coming to see daughter was outside the hospitals control. * Mother’s cell phone not working was not anticipated * Conflicting schedules (surgery, siblings event) * Mother’s tardiness (potential need for secondary contact or way of communication. ) * Patient insurance coverage authorized by non-present parent. What areas or services that were impacted? List all other areas that have the potential for a similar event to occur. This will assist in implementing risk reduction strategies in other pertinent high-risk areas. As noted above the sentinel event is the abduction of a child- in this case it was to a non-authorized parent, but the impact of the study includes potential threats in both maternity and neonatal care also. * Inpatient units * Any ancillary/clinical department that may separate parent from pediatric patient * Although harder to monitor, there is a potential for abduction for children waiting for their hospitalized parent(s) to come out of surgery. To what degree is staff properly qualified and currently competent for their responsibilities? Report is to identify and include all staff present, not just specifically those assumed to be specifically involved with the event. Part of the investigation is to determine if staff was formally trained to perform the specific duties or tasks involved in the event. Was the training adequate? Is staff training and competencies documented? Have procedures and equipment been reviewed to ensure a good match between people and tasks performed? Was there staff management issues involved in the event? Was there unfamiliarity, with procedures/equipment? Was float staff from another area assisting? Was staff oriented to the organization and department specific policies/procedures? Staff levels were appropriate for the shift rotation, the pediatrics division is typically staffed with 15 employees: four doctors, eight RN’s, and two admissions and or clerical staff. All surgeries had been scheduled two or more weeks in advance, staff were aware of and familiar with their responsibilities. Just prior to the release of the 13 year old, a single new nurse which had been with the hospital for over two months but was still in training, started his shift but had no interaction with the patient because of the extra demand for preoperative patients due to a call in sick from another nurse. All staff training records were examined and reviewed to show appropriate levels of training and understanding of the admissions process and the check-out procedure and release. The only staff management issue was the shift rotation during the recovery process of the young lady. Currently, the hospital does not have a process in place to verify family or custody rights in the release of a patient. This has always been addressed with the release waiver signed by the parent once the patient goes into surgery. From the hospitals perspective: all staff were fully trained and performed according to established protocol. * No process in place at the time of incident to provide guidance to staff to directly prevent such an incident * Staff had been appropriately oriented to the department/organization and did not have any performance issues. How did actual staffing compare with ideal levels? The staffing levels at the time of the event were adequate to address the required workload. On scheduled surgery days typical staffing is four doctors, nine nurses, and two admission staff. As stated above only one deficiency was noted in desired staffing levels. A single nurse called in sick, but typically nine nurses allows for one floating nurse to fill in as needed. Document the actual staffing in area of occurrence versus planned staffing according to the staffing model. Explain any variation; higher or lower staffing. Pre-op: Staffing model requires four RNs and one unit secretary that is shared with post-op side. Actual staffing was three RNs which resulted in pre-op nurses prepping additional patients than usual. * Post-op: Staffing model requires four RNs with the shared unit secretary. Actual staffing was three RNs. What are procedures for dealing with contingencies that reduce effective staffing levels? The following narr ative outlines the results from the investigation of employee, team lead awareness, and current procedures in place to deal with staffing deficiencies. From the investigation there was not a deficiency in staffing levels. Two nurses need to be absent for additional staff to be brought in during a shift. This is to be determination is made by shift coordinator and head nurse. * In the review, all staff are fully aware of the organization’s policies and procedures for dealing with patients when there is an absence, * The hospital maintains appropriately detailed, accurate, and up-to-date staff needs and records within all departments and staff, * Each department identifies and anticipates any high demand situations or other potential causes for concern when a known absence occurs and requests elp from other departments when critical. * Plans are in place to use float pool nurses, contact part-time staff for extra hours, or reassign staff from other units. Again, from the review the error was not caused by a shortage in staffing, if anything it was a shortage in available recovery rooms. Two additional patients were expected to be completed with similar surgeries, and would be in need of the recov ery area within an hour, the staff recognized the shortage of space and potential problem with the mother being delayed over an hour beyond the necessary and expected recovery of her daughter. The pressure on the staff was limited space – the staff was accustomed to working with these issues and would have made other arrangements had the father not been there ready to release the daughter. There was not a release consent waiver signed prior to the operation due to the hurried departure of the mother that would indicate the desired release procedure of the daughter. The with verified identity matching the insurance submittal, the staff made a judgment call and allowed the daughter (asking her permission) to be checked out in the father’s care. Neither the father nor the daughter, were apprehensive about the decision. Performance History of the relevant processes? When was the last assessment performed? In the sentinel event of a non-custodial parent abducting a child the staff has not been evaluated previously, this is the first record of an incident with this department. The hospital has policies for maternity threats but has a more relaxed approach with teenagers that can communicate their intents and positions. * NA—No process in place at the time of incident to provide guidance to staff to directly prevent such an incident How can orientation and in-service training be improved? All staff was oriented to the job responsibilities, organization, and policies and procedures regarding safety, security, hazardous materials, emergency, equipment, life-safety, treatments, and procedures? Are policies revised/updated, evidence based, and readily available? Have policies or procedures changed without providing additional training? Was a new policy developed and staff training conducted? Do float staff or agency staff receive training within the areas they are assigned? Is this documented? It is recommended that a â€Å"A Guide for Parents† be posted on the internet and made available in the Pediatrics wing regarding preparation for surgery. It should outline preparations parents can make to assist with pre and post surgery procedures. Parents play a key role in caring for a hospitalized child. They are the most important person to a child. Make the parents an essential part of the health care team. The hospital should encourage parents to participate actively in the childs care and teach them how. This would lead into an excellent way to interview parents and discover release preferences of the custodial parent, and have them confirm those preferences in writing by signing the release waiver as they are preparing for the surgery. Especially, in the Pediatrics department typical teenagers are concerned about what will happen to them in the hospital. The staff should encourage teenagers and parents to ask questions and feel comfortable to talk directly with the nurses and doctors. The staff should include the teenager in all discussions or decisions about his/her care. Establish a series of 5 or 10 questions in a casual interview format that directly ask who will be responsible for the pickup and checkout of the patient, review the questionnaire with each patient to minimize errors, and keep the record as part of the patients medical file. A Guide for Parents could include topics like: A bulleted checklist to follow Preparing Your Child for Surgery Schedule a preoperative tour Preoperative tests Day before surgery What to bring to the hospital Day of surgery What to expect Separation and Recovery Check Out Procedure Staying overnight with your child Visiting/ Visitors At home care By creating an expectation and checklist readily available to the parents with an encouraged role as part of the healthcare team, it will allow the hospital work with better direction from the parents earlier in the process to ensure something similar does not occur in the future. This approach will require minimal investment, web page updates and brochures, and minimal updates to staff training, but should have significant impact on the department and discover answer to family and procedural questions early in the care and hospital planning. To what degree was information available when needed? The nature of this event was typical to most day operations, in that the medical record followed the patient from check-in to release. All information was readily accessible, with the exception of the standard â€Å"release consent waiver† that should have been signed prior to the mother leaving the hospital. Since our transition to electronic medical records – the missing form was even caught and highlighted by the system and was signed by the father in the absent mother’s place. The information on record was accurate and available electronically fast, and verified by the system. Was the level of automation appropriate? The only area of automation that was activated in the release of the child to her father, was the security device on her wrist did not correspond to anything the father was assigned in the waiting or recovery room as a visitor. The automated security check-out did catch a singular ID but this was overridden by the nurse in escorting the child through the security area. To what degree is communication among participants adequate? The hospital has procedural form of communication that is quite comprehensive. When staff communicates between each other or the patient the intent is to clearly identify the Situation, Background, Assessment and Recommendation (SBAR). It is a simple, effective way to communicate a large amount of information in a succinct and brief way, even in an emergency when a patients situation is escalating. When the communication format is effectively understood and used it improves the intended communication and speeds reaction toward the next step in the care of the patient. In the review of the sentinel event and the child abduction the following communication was traced and evaluated Physician to Patient/Parent, Nursing Staff, and Departmental Lead. The Physician had very little interaction with the staff in the release of the child to the non-custodial parent. The Physician had met and associated with the mother prior to the surgery, and briefed the father once the child was in the recovery area. This is not an uncommon scenario for the physician to interact with different parents before and after surgery, with complicated and hectic family schedules. The Physician was well informed of the surgery and had been introduced to the patient the day prior. The nursing staff and department lead worked well with the physician and communicated openly and freely about the timing of the recovery of the child and the pending upcoming surgeries. When the mother was delayed, again it was communicated openly among staff the need to relocate the child quickly to a different area once the child recovered sufficiently to allow room for two other surgeries, time in the recovery area. Nursing Staff to Patient/Parent, Departmental Lead, Physician, and Security. The Nursing staff interacted with the patient/ parents, doctors, and departmental staff. From the investigation- Nurses played a pivotal role in the release of the teenage girl to her father. They were problem solving and communicating amongst themselves about a solution. The teenager and father perceived a problem with the timing and recovery arrangements and wanting to help, offered a simple solution to the problem. The solution was discussed among the staff and was resolved that the release would be appropriate. Again, because of the missing â€Å"consent release form† there was no procedure in place that prevented them from releasing the child to her father. In this situation, there was no other communication identified between a department technicians, volunteers, pharmacists, or other departments (ie. security) with the pediatric staff or the patient or parents. Was the physical environment appropriate for the processes being carried out? The investigation looked closely at the environment the patient was in or was transferred to/from. Spaces, privacy, safety, and ease of access are a few items being considered. The pediatrics division is always busy and requires well planned logistics and scheduling to meet the needs of its patients with limited resources and space available. When unexpected delays in the process occur, space becomes the bottleneck for the hospital efficiency. This was well known to the staff and was a primary reason the decision was made to release the child to the attending parent. The nursing staff is restricted on the amount of room available in the recovery area, especially for day surgery patients. Those patients requiring overnight or long-term care are assigned a room and are moved to that area as soon as the recovery is adequate, freeing up the space in the recovery area. In this scenario, the mothers delay was creating a bottleneck in the recovery area, with impending pressure of two soon to be completed surgeries. The potential for this type of situation is highly likely to occur again or be repeated with current process and space resources. What emergency and failure mode responses are in place and tested? In review of the sentinel event, the appropriate safety evaluations and disaster drills were properly conducted. The immediate response from security and local law enforcement worked as planned. Response was timely and information was readily available from the check-out procedure to identify the location and contact information of the father. â€Å"Code Pink† drills in conjunction with local law enforcement are done sporadically and not on routine basis. This is to ensure proper response of new staff, act as a refresher for staff familiar with the alert and maintain efficiency with public departments outside the hospital. The recovery process of the abducted daughter was resolved easily, because the father went directly to his destination and was honest with the hospital staff. The potential for an alternative outcome was extremely high if the father’s intention was to bypass or manipulate the system and then try to avoid discovery or cooperation with the police. The investigation shows that the staff verified the identity of the father, the address, and contact information prior to release. This was by far the biggest help in the recovery of the abducted daughter. To what degree is the culture conducive to risk identification and reduction? The overall culture of the facility encourages and welcomes change, suggestions, and warnings from staff regarding risky situations or problematic areas. Management actively establish methods to identify areas of risk or access employee suggestions for change. As from the event the CEO was involved directly in the recovery and promised the mother the situation would be evaluated and reviewed to prevent a situation similar from occurring in the future. A member of the Senior Leadership group, including the CEO, participates in meetings related to serious adverse events. * Senior Leadership and department management encourage staff to bring opportunities and suggestions forward that would improve patient care and the work environment. * Senior leadership and department management all are active in patient safety rounds and encourage open discussion of patient safety issues among staff. What are the barriers t o communication of potential risk factors? The organization as mentioned above implemented a strategy of communication among staff through training and advertising. The hospital has established a specific protocol to remind nurses what to assess and how to communicate information quickly and effectively to physicians and each other. A nurse starts by assessing the situation and providing a concise statement of the problem, background on what has happened, then provides a quick assessment of what they assume the problem to be, and then makes a recommendation to the physician or party involved. As a standard protocol, reminders have been posted throughout patient rooms and departments. By having this criteria listed in specific locations, nurses are reminded of the immediate steps to quickly determine if the patients situation needs. This structure of communication has empowered staff as they assess patients and provide critical information to physicians and families. Adverse events and serious errors are possible in pediatric care, and typically factors in the work environment are key predictors of adverse outcomes for patients. Communication between nurses and physicians may be the most significant factor associated with patient outcomes. From a survey taken from out patient data; when staff worked well together and communicated in a healthy work environment patient outcome was far superior, then at times when there were dysfunctional or adversarial relationships among staff. This finding indicates that the hospital is improving culturally and is currently working with a cohesive team that communicates well with each other. Statistical data indicates improved patient outcomes and fewer critical errors of supportive staff. Although the event occurred and is a potential risk for the future, the investigation feels the hospital staff is open to change and correction to prevent a similar occurrence from happing in the future. How is the prevention of adverse outcomes communicated as a high priority? From a recent departmental and overall hospital survey, leadership is involved actively to develop a culture of communication and problematic avoidance. Hospital leadership has indicated a supportive communication culture is not measured by how many communication policies or procedures are in place but by how clearly employees understand the organizations mission, by how well they are treated, recognized and respected and by how committed the hospital is to enhancing the value of their employment experience. The leadership of the hospital has gained many insights into the value of communication during the past five years with the new administration. Communication is a key factor in decision-making, in the development of new initiatives and in managing human resource issues. The hospital is cooperatively affiliated with the community and provides leadership in patient care, teaching and research, and believes that ongoing communication is developed culturally and is intrinsically woven into staff training and problem solving approaches. This is an important part of the organizations mission. * A confidential suggestion box and hotline have been established to report high-risk issues and each of these are read and evaluated by the Patient Safety Officer. Corrective actions are taken on a regular basis. * â€Å"Patient Safety† is one of the organization’s values. Hospital administration distributes a quarterly newsletter providing recommendations. The newsletter outlines supportive data regarding outcome deficiencies, and then identifies critical awareness issues. High risk issues are highlighted and addressed regularly. Summary of Investigation – Root cause and Action Items The following narrative is essentially a list of determined r oot causes for the sentinel event occurring on September 14, regarding the unintended release of a child to a non-custodial parent (potential for parental abduction). The investigation has concluded the system was weak at three critical points: * Family Orientation and Cooperation * Backup Communication/Security Plans * Spatial Needs of Division Family Orientation and Cooperation The first weakness is a parental orientation and cooperation. The hospital has had a culture of providing what the patients needs and isolating the interaction with the rest of the family and not integrating their interests and care in the recovery of the patients. This culture is changing and more responsibilities are being shared by the families both within and without the hospital. This cooperation requires more open communication, teaching or training, and communicating using layman’s terminology as the hospital educates families, but the result has been less stress on staff, better community relationships, higher profitability, quicker recoveries, and higher patient morale. Efforts are being made to educate parents and families how to prepare and maximize resources when visits are scheduled and organized, which minimize impacts on the hospital and the families. Recommended Action Items include internet and brochure printings for families to review prior to their hospital visit, interviewing the parent(s) at the time of patient admission as part of the family integration, issuing a security device and establishing an exit plan in advance. Backup Communication/Security Plans The problem that caused the event was the mother became unreachable via the cell phone while she was away from the hospital. The hospital had made multiple attempts to contact her when she was not present during the recovery. The father was involved immediately from the time the daughter was brought out of OR. Had the hospital issued the mother an optional â€Å"beeper† there would have been a secondary or backup way of communicating to the mother, that the daughter had successfully finished surgery and created an urgency to either return to the hospital or communicate back with the hospital. The pediatrics division has resolved to issue a fully charged â€Å"beeper† as standard procedure in the event that a parent or guardian leaves the child unattended at hospital. This event has caused the review committee to evaluate other potential weaknesses in the hospital system and included security awareness and involvement to be reviewed in both maternity and neonatal care, in addition to general surgery and pediatrics. Security ID bracelets will be issued to authorized family– in order to track patients and families and distinguish visitors in the hospital. A security / and housekeeping checklist will be developed to assist families exiting the hospital. The list will include a review of belongings and security review prior to checking out and leaving the hospital. All standard check-out procedures will be completed through a single area, any exit activity outside of the main area will notify security and close alternative exits from the affected areas in the department. Staff ID badges will continue as an override to the lock but will secure the area to unauthorized personnel. Code pink drills will be performed quarterly (in first 10 days of the second month)for the first year and semi-annually each year following unless changes are made to the alert system. In that event, the training and drill testing will revert to once a quarter schedule for the first year and then semi-annually thereafter. Spatial Needs of Division This event has caused the review committee to evaluate spatial needs based on physician’s schedules and standard surgery days within the hospital. The hospital sees two solutions: either schedule fewer surgeries more times in a week, or expand the recovery area to have a 20 percent larger capacity for day patients. Although the doctors have expressed a negative perspective of adding another surgery day, the logistics prove to be the best for the resources the hospital has to work with. A cap of six surgeries will be erformed on each Tuesday and Thursday with one space cautiously reserved on Thursdays for patients that miss appointments or have schedule conflicts. Currently, up to 10 surgeries are scheduled between three doctors on Tuesdays only. This should improve the use of hospital resources and relieve pressure from multiple surgeries ending within very close times of each other – resulting in patients requiring the same resources at the sa me time. The original schedule of surgeries is based on a time when the hospital was much smaller and did not perform as extensive of care for children. The expansion of the department has helped the review committee realize the need for better logistics and resource usage. There is definitely potential for expansion of the pediatrics division but this will be addressed over the next three years with future growth plans and resource development. In addition, to better logistics and spreading out surgery schedules, the hospital is evaluating a contingency plan that accommodates an emergency need for additional space. A pediatrics and committee is evaluating needs for additional space and will report back to the executive committed in next month’s board meeting. Narrative Summary The hospital was fortunate that the child abduction was minor and easily resolved, but in review of the processes and events that lead to the occurrence, the review committee has evaluated very important steps in the system that should improve the hospitals ability to prevent a similar event from occurring in the future. A breakdown and analysis will be outlined and simplified in an action item matrix on the following pages to the end of the report. Similar strategies will be evaluated and implemented for other areas of the hospital but the primary focus for Child Abduction Sentinel Events is in the pediatrics division, please not all locations of implementations will be performed in the Pediatrics group. It is anticipated that families will become more involved and better prepared as the hospital educates them through the process and expectations for a successful experience. As staff becomes more trained and cooperative with the families it is anticipated that customer satisfaction will be increased in pediatrics and Admissions. Although there still exists a potential for departmental staff overrides, security will be able to interact and record those occurrences more readily. These simple action items are fairly cost effective and will have exponential returns for the hospital as they become proficient and implement the tools.

lucy essays

lucy essays The behaviorist approach leads us to believe that personality consists of all of an individuals behaviors. According to Skinner all behavior is determined by contingencys of reinforcment, based on the type and frequency of the reinforcment. If this is true, then we are more apt to repeat behaviors that are rewarded and less apt to repeat punished behaviors. The expirence Id like to share about my reinforcment procedure involves my dog Lucy. Lucy is a chow and black labrador mix. Currently Lucy is one and half years old. I have used reinforcment while training her to respond in a conditioned way. Lucys favorite food is sliced american cheese. Using the cheese as a conditioned stimulus, I have trained Lucy to give a desired conditioned response. When I told Lucy to sit and she did, I would give her a slice of cheese. So Lucy eventually became aquaintede with the slice of cheese being a reward of sitting on command. The partial reinforcment schedule used for Lucy was on a variable ratio. She did not receive a slice of cheese each time she responded to the command. It was on an average of every three responses that she was rewarded. I did not want a fixed ratio because I did not want Lucy to expect a slice of cheese every time someone had it. Lucy is at the point where she now does not have to be told to sit. As she hears the refridgerator door open, she becomes alert to the activity going on inside. Lucy will run over to the refridgerator. Once the cheese is taken out of the draw, Lucy recognizes the sound of the wrapper. Lucy reacts on this discriminative stimulu and will sit on her own in order to revieve the slice of cheese. Knowing that cheese is her favorite food, I also use it as a negative reinforcment. Lucy loves to run out the door when people enter the house. I live on a street that gets a good deal of traffic, let alone it is ilegal for her to be running around loose. Afraid th...

How to Get on the New York Times Bestseller List ( What to Know First)

How to Get on the New York Times Bestseller List ( What to Know First) How to Get on the New York Times Bestseller List Do you want to learn how to get on the New York Times Bestseller list?If soyou may have the common aspiration to become a bestselling author. The prestige, the title, and the credibilty are all super temptingBut theres more to landing on the NYT Bestseller list than just writing a book and hoping it gets there.Heres how to get on the New York Times Bestseller list:Understand what the NYT Bestseller list is looking forObtain fast and diverse salesEstablish a large author platformHave a pre-order list before your launchGet paid for speaking in bulk book purchasesIf you want to skip right down to these steps, click right here.Otherwise, stick around so that you can gain a further understanding of what it actually means and what it truly takes to get on the New York Times Bestseller list.NOTE: If you want to become a bestselling author in a way thats truly impactful, check out our VIP Self-Publishing Program to learn how to make it happen. Learn more about it hereWhy do authors want to g et on the New York Times Bestseller list?Getting published in the New York Times Bestseller list is traditionally regarded as the gold standard in the publishing world. While many notable bestseller lists exist in the publishing world - The Wall Street Journal bestseller list for business-themed books, for instance- the New York Times Bestseller list, published weekly since 1931, is the oldest and most prestigious list. To that extent, getting your work published on the list is a major deal. Getting published on the Times’ list not only raises your profile as an established author but can offer many more opportunities.Here are some benefits of becoming an NYT Bestselling author:Land future writing contracts with established printing housesBroader industry recognitionEstablish you as a major thought leader and expertProvide increased sales particularly if you are a lesser-known writerLend a good deal of bragging rights. Best Seller Lists are EvolvingPerhaps the most important thing to understand about the New York Times Bestseller list is that it is an evolving list. It always has been and, as historical and more recent trends seem to suggest, probably always will be. To be fair, it is not only the Times. Only as recent as 1995 did the Los Angeles Times begin to count paperbacks again on its bestseller list. Further back in time, in 1961, the Chicago Tribune more infamously denied certain high-selling books that it considered to be â€Å"sewer written by dirty fingered authors for dirty-minded readers† from appearing on its Bestseller list. Various genres and classic works of literature have historically not appeared on the New York Times Bestseller list.   The recent explosion of E-books (The Times began counting them in 2010), self-published books, and audiobooks have also contributed to a more evolving list.How do best seller lists work?The New York Times Bestseller list is made up of various lists divided by different categories such as fict ion and non-fiction, hardcover, paperback, Ebooks, audiobooks, and various book genres.For you, the aspiring writer whose goal it is to be published in the their Bestseller list, probably the most important thing to know is what is worth writing if you are to get your work published on the list. Again, The New York Times does not consider various categories for their bestseller list. A helpful article published on their site about their various guidelines and scoring method clarifies the matter. Here is what those guidelines state: â€Å"Among the categories not actively tracked at this time are: perennial sellers, required classroom reading, textbooks, reference and test preparation guides, e-books available exclusively from a single vendor, journals, workbooks, calorie counters, shopping guides, periodicals and crossword puzzles.†Cookbooks, contrary to popular belief, are included, as are religion, spirituality, and faith books. The NYT Bestseller â€Å"List† is Not a True Measure of Bestselling StatusIt may seem contradictory and still remains controversial to say but it is nonetheless true: The New York Times Bestseller list does not represent a true best-seller listthat is, when accounting for actual total sales. Just what constitutes â€Å"Bestseller† status has been the decades-long battle legal, political, commercial, and otherwise between- the Times, various authors, and book publishers. Like any traditional gatekeeper, the Times has its set of rules, standards, and procedures. As such, they hold the â€Å"keys† as to â€Å"who† gets in. It is best to think of New York Times Bestseller status as something that is subjective in nature. A book that becomes a New York Times Bestseller doesn’t necessarily have to sell millions of copies, or hundreds of thousands, for that matter. While book sales do meet the subjective criteria that the Times uses, it is a specific kind of â€Å"book sale† that counts towa rd New York Times Bestseller status. Moreover, given the explosion of online sales and the diminishing number of traditional brick-and-mortar bookstores (and, consequently, bookstore sales) the sales methodology behind how books are counted has influenced which books appear or do not appear on the list. As explained in a recent article about how to become a best-selling author and how to appear on a bestseller list, its stated that the New York Times in particular, when tallying books for bestseller status, considers:Books that sold in a very specific time period: The Times does not track cumulative sales. Hence, why the Bible, the best-selling book of all time, will not appear on the list. Books like Don Quixote and The Tale of Two Cities, worldwide beloved classics that have sold millions over the years, also will not appear. Dan Brown’s Davinci Code, however, will appear, as it did for several years between 2003 and 2006. Books sold at very specific places: certain book sa les are â€Å"weighted† more favorably depending on where they originate. Bulk sales, under certain conditions, are counted toward bestseller status; ebooks published by a sole vendor are not, etc.Again, the Times explains this in more detail on their site. What Writers Need to Know About the New York Times Bestseller ListEven though it retains its prestigious reputation, The New York Times Bestseller list has been the subject of much controversy. Charges of â€Å"curated elitism,† an overreliance on books published by the major New York publishing houses, questionable methodologies, bribery, editorial and political bias have prompted lawsuits and intense debates among authors, book publishers, and industry executives.A 1983 lawsuit by William Beatty, an American writer best known for his novel The Exorcist and 1973 movie by the same name, is a case in point. While his book Legion sold many copies during its initial publication- enough to earn a comfortable spot for a while on the Times’ Bestseller list- his book appeared on the list only for one week.Sensing bias and claiming that by it not remaining on the Times’s list his sales were being hurt, Beatty took his case to Court. In Court, the Times defended itself on grounds that â€Å"The list did not purport to be an objective compilation of information but instead was an editorial product.† The Court sided with the Times, dismissing a $3 million lawsuit. Think of it like this: The New York Times is the newspaper equivalent to a prestigious university and fashionable high-end clothing brand. When it comes to getting on their bestseller list, just as it is for gaining admission to, say, an Ivy League School, few get in.For those that do, they did their due diligence, worked incredibly hard, made great contacts, followed the rules, met the editorial standards, among other things.How to Get on the New York Times Bestseller ListIf you really have your hearts set on becoming a Ne w York Times bestselling author, here are some of the things youll have to do in order to make it happen.#1 Know What the NYT List wantsA Stanford Business Schoolanalysis done years ago concluded by saying that the majority of book buyers seem to use the Times list as a signal of whats worth reading.Knowing what the Times regards as a bestseller is important because it provides a helpful window into this segment of the bestselling publishing world. It helps to know what is currently passing for a New York Times Bestseller.Simply start with the category in which you would like to be published: fiction, non-fiction. Beyond that, genre: history, political, fantasy, science-fiction. It helps too to know who the Big Players are.The Times is known to favor the Big New York publishing houses. Who are these? What are their submission guidelines? Who are some agents known for working with them?Do you have what it takes to become a bestselling author? Take our quiz to find out!Click Here to Save Your Spot#2 Obtain fast and diverse sales In the age of digital self-publication and promotion, the traditional publishing route is virtually a thing of the past. Not so for a New York Times Bestseller. Unlike selling on digital mediums where you can become a Bestseller by selling your book on, say, Amazon, to whomever, wherever, becoming a New York Times Bestseller follows a different system.To achieve bestseller status on the Times not only do you have to sell at least 5,000 10,000 copies in one week, but these sales have to be diverse sales.That is, you cannot sell 10,000 books to a pre-existing list of followers through a personal website or thousands from only one marketplace like Barnes and Noble.Rather, these sales must flow from retailers across the country and in different geographical locations- everything from Big-Box chains like Barnes and Noble and Walmart, small independent book stores, E-commerce giant Amazon, university bookstores, etc.It is worth noting tha t the public does not have access to who the aforementioned retail outlets are. To prevent possible abuse from those looking to rig the system.#3 Build a Strong Author PlatformFor first-time and lesser-known authors it is especially critical to have a pre-existing audience before attempting New York Times bestseller status.This is how you can start to build your author platform and audience:Be active on social media: it goes without saying, people- potential followers, collaborators, industry leaders, publishers, agents, and readers- exist in the digital space. Find them, connect with them, and collaborate, if possible.Be already building credibility / expertise on your particular niche / topic / passion: write a weekly blog, as an example. This is perfect practice to hone your writing skills, develop your voice and writing styles, conduct research for your eventual book. The goal is to establish trust and credibility.Collaborate with others in your particular area for more knowled ge and broader exposure: if you want to get in with the Big Wigs you got to know your stuff. Once you have built up some credibility you can leverage this and reach out to important figures in your field. It is a win-win-win for you, the person you are reaching out to and the audience that is set to gain important information from the two of you.Engage with your audience: Assess your audience’s â€Å"book pulse:† how hungry are they for your words of wisdom, unique insight, creative mind? What questions are you asking them? What have they had to say about your previous blog posts, vlogs, tweets, etc? Are they genuinely impressed, suggesting you write a book perhaps?Maybe they are giving you more fuel for your book- telling you about things you had previously not known before, mentioning other books that further your expertise? Engagement is key. What, if any, do you have with your audience?#4 Have a Pre-Order List Before Your Book Launch You should have such a list f or any book you seek to publish. For a potential New York Times Bestseller it is especially important from a sales perspective.Rob Eager, a notable book marketing consultant, explains that, in the case of a New York Times Bestseller, all pre-orders sold before a book launch are counted during the first week of official sales. So, for instance, 5,000 sold during pre-release and another 5,000 during the first official week equals 10,000 total books sold- a critical number to reach during the first week for New York Times Bestseller status.Having a pre-order list works hand-in-hand with a pre-existing audience. If you already have the audience it is, of course, easier to have a ready pre-order list. If you are successful enough to have both of these before launch you are in good shape.#5 Exchange speaking fee for a bulk book purchasesWhile it may not be the best course for everyone, speaking engagements are incredible opportunities to double-down on your writing endeavors and entrepre neurial goals more broadly.They are not only great confidence-boosters but serve as great book marketing opportunities. Exchanging speaking fees for a bulk book purchase is especially important during the pre-order phase because it allows you not only reach a broader audience (and hopefully make more sales) but allows you to meet the Times’ requirement that book purchases be in different geographic areas. New York Times Bestseller Status vs. Writing as Means to an EndGiven the age of digital entrepreneurship where self-publishing a book continues to gain significant traction, effectively taking down the traditional barriers of entry- publishing industry contacts, top-notch agents, and costly marketing plans- it is really up to you to figure out your writing goals.Traditional publishing with the aim of appearing on an internationally-recognized Bestseller list like the Times versus self-publishing with the aim of achieving personal / business goals (and potential Bestseller st atus just not in the Times) is a tradeoff you’ll have to consider. Remember publishing a book is not an end in and of itself. With its ability to boost your name, reputation, and authority, not to mention, depending on your industry, land you more consulting clients and speaking gigs, writing a book can open up some pretty amazing doors. A successful published book is a marketing tool like no other.Whatever path you choose, keep in mind that achieving Bestseller status in places other than the New York Times Bestseller List has been proven to land equally promising and lucrative opportunities. And we are just in the beginning phases of this amazing trend. Self-Publishing School is here to help. Good luck.Are you ready to become a bestselling author where it matters?Yes, landing on the NYT Bestseller list will get you more book sales but becoming a bestselling author elsewhere is much easier and more attainable- with our methods, at least.