On the face of it, veteran virologist Robert Redfield seems like a good pick to lead the agency, but decades-old disputes are shadowing his appointment.
Seattle Genetics' (SGEN) cancer drug, Adcetris, gets FDA approval to include fifth indication, frontline treatment of advanced classical Hodgkin lymphoma, in its label.
Kyle Mizokami Security, What would you use to go to war with? The standard weapon of the Russian Ground Forces is the AK-74M. Developed in the 1970s as a replacement for the iconic AK-47, the main difference between the two weapons was the use of smaller, lighter 5.45-millimeter ammunition. The weapon, equipped with a thirty-round magazine, saw extensive use in the Soviet occupation of Afghanistan and was issued to frontline Soviet Units, particularly airborne, naval infantry and Germany-based conventional army units. The rifle has a side folding stock, 16.3-inch barrel and an overall length of thirty-seven inches. In 2015, the Russian Army adopted a number of Western-style upgrades to the AK-74M, including a skeletonized stock with adjustable cheek weld, a rail accessory mounting system similar to that on the M4 developed by Piccatinny Arsenal, foregrip and improved muzzle brake. Warfare in the post-9/11 period is primarily infantry-focused, with ground troops taking part in small-unit actions against insurgents and guerrillas. Fought on a wide variety of terrain, from arid desert regions to jungles and even cities, infantrymen have relied on their service rifles to get the mission done. Here are five of the best weapons, and how the wars of the twenty-first century changed them. M4 Carbine: Originally developed by Colt to fulfill a contract for the UAE, the M4 carbine was later accepted into U.S. Army and Marine Corps service. The M4 carbine is very similar to the M16A2 assault rifle, but features a shorter 14.5-inch barrel as opposed to the twenty-inch barrel of the M16. Like the M16A2, the M4 carbine fires the 5.56-millimeter round from a thirty-round magazine and has both semiautomatic and three-round-burst modes. Recently, as a result of battlefield experience with the M4, the U.S. Army decided to upgrade the weapons to the M4A1 standard. The -A1 carbines have thicker barrels for accuracy retention during sustained fire, an improved trigger, ambidextrous safety controls and the ability to fire on full automatic. Recommended: The Colt Python: The Best Revolver Ever Made? Read full article
Syrian President Bashar Assad was filmed driving through the recently liberated areas in the suburbs of Damascus on his way to visit frontline troops in eastern Ghouta. READ MORE: https://on.rt.com/91f6 COURTESY: RT's RUPTLY video agency, NO RE-UPLOAD, NO REUSE - FOR LICENSING, PLEASE, CONTACT http://ruptly.tv Check out http://rt.com RT LIVE http://rt.com/on-air Subscribe to RT! http://www.youtube.com/subscription_center?add_user=RussiaToday Like us on Facebook http://www.facebook.com/RTnews Follow us on Telegram https://t.me/rtintl Follow us on VK https://vk.com/rt_international Follow us on Twitter http://twitter.com/RT_com Follow us on Instagram http://instagram.com/rt Follow us on Google+ http://plus.google.com/+RT RT (Russia Today) is a global news network broadcasting from Moscow and Washington studios. RT is the first news channel to break the 1 billion YouTube views benchmark.
ilbusca/Getty Images A lot of money has been spent on information technology in health care with little to show for it. To understand why we must pay a visit to the hospital. It only takes 10 minutes of direct observation of a nurse in a hospital to understand care-delivery processes are not standardized and are dependent on individuals, not systems. This lack of reproducibility leads to errors. Since every caregiver does it his or her own way, it’s difficult to improve anything. Stable systems that are reproducible are required to deliver consistently high quality. Industrial companies figured this out 50 years ago. The writings of manufacturing gurus Imai and Shingo provide insight into how quality is built into processes. A process must first be stabilized then standardized before being improved. Because few standardized processes exist in care delivery there are many possibilities for error. That’s why simply making a poor process electronic by implementing an electronic health record (EHR) doesn’t lead to better quality or cost. When it comes to change, the technology is the easiest part. Most health systems in America have or are implementing the EHR. And the vendor processes for implementation have become very good. The hard part is to get the doctors, nurses, and administrators to agree on what is the best way to deliver the care. Since the doctors control most care decisions, the rest of the provider team follows the doctors’ lead. If the doctor wants to do things a certain way, that’s what is done. The problem is the next doctor wants it his way and so on. Eventually, we end up with a hopeless mess in which no one knows how anything should be done on any given day. And good luck to a new nurse or technician coming into the system who must learn a multitude of work processes and remember the doctor-dependent differences. Health care technology is very effective when it is used to support a well-designed care process. The design of new standard care processes need to be owned and driven by the people doing the work, not by some outside consulting firm that brings a 100-page playbook as the answer. As the frontline workers create new designs, they need certain systems that can help them deliver the improved care. Examples of these systems include electronic alerts for medication interactions and reminders to ensure all steps in the care process for the pneumonia patient are followed. Insight Center Health Care’s New Frontier Sponsored by Optum How technology is changing the design and delivery of care. There are two types of improvement systems needed to create a well-designed care process. One is a improvement approach that brings members of an existing clinical team members together to improve an existing care process. They use proven improvement methods such as the principles, systems, and tools of the Toyota Production System (TPS). The second is an innovation process aimed at radically redesigning care. It’s associated with TPS and employs design thinking. In both cases, the initial effort where rapid experimentation occurs might be an ambulatory clinic or an ER. It becomes a place for others in the organization to learn. It is an inch-wide, mile-deep change in practice that incorporates new processes not only for care delivery but also management. It should result in the systems necessary for sustaining improvement over time. As the model line achieves 50% to 80% improvement over baseline performance, the learning should be spread to other parts of the organization. This new way becomes the new best-known way to deliver care. One example of a radical innovation is the attempt of HealthEast (now part of Fairview Health Services), which serves the Minneapolis-Saint Paul area, to create the clinic of the future. The leaders brought the vendors in their extended supply chain to the table to help in the design process. This included Epic, an EHR company; Herman Miller, an office furniture company; Boldt, a construction company; and HGA, an architectural firm. Together, the team began redesigning the care-delivery model. Each vendor had the opportunity to deeply understand the needs of the HealthEast providers. By the end of the design phase a new process supported by electronic records, architecture, furniture, and building was integrated to create a unique patient experience. Before HealthEast formed the model clinic, a group of 11 clinicians had over 11 preferred ways for “their” clinic assistant to do just about everything. One key process, screening the patient for health risks such as cancer and hypertension, resulted in over seven places in the EMR for the provider to look for relevant information. Not only is that time-consuming (contributing to physician burnout), but it also greatly increases the chances of missing important information. The multi-disciplinary team created a single screening process. Now, clinicians have just two places to look in the EMR for information on whether patients have had screens like mammograms and colonoscopies for cancer, staff can remind patients about what screening tests they need, and leaders are able to support the development of standardized clinical processes. The leader’s standard work is to audit the process and monitor the data. If the process stops being followed or the data shows deteriorating results, leaders will know that immediately. In the first three months after its introduction, the redesigned process reduced provider search time per patient by 23 minutes. The overall screening rate went from 60% compliance to 72% compliance, meaning over 500 more individuals were appropriately screened over baseline. Perhaps more telling are the changes in patient comments. They went from comments such as “I do not feel my medication list was reviewed,” to “My doctor and medical assistant are always timely, thorough, and reassuring.” These results would not have happened unless all parties were working to build a better process. Technology now exists to support disruptive innovation in health care. It is an important enabler, but the process must precede the technology. For example, Hospital at Home is an innovation that may well cut the cost of care significantly by reducing the need for inpatient beds. It couldn’t happen without the technology, which allows 24-hour monitoring of patients, real-time electronic communication between providers, and complex equipment to be rapidly set up in the patient home. But it still requires a nurse and a doctor. What that nurse and doctor do and how they do it are still what will determine successful outcomes of care. Building the care process through careful understanding of what each process step delivers is critical. The medical team can then leverage the technology for data and communication and other needs that support the steps in the process. Again, this requires standardized work. Every nurse and doctor does not get to do it his or her own way. Standards are established about how the work is performed, and those standards are followed by all until a better way is determined collectively by the team. New innovative care models such as Hospital at Home are based on clear and reproducible standards and will obsolete the old ways of the non-standardized care delivered in most hospitals. *** It takes more design time to create a care model that builds in quality and efficiency, but without that work upfront, the technology doesn’t matter and, in fact, only increases costs. This thinking is not new. Many industries from aviation to automotive to nuclear power have been applying this concept of “process before technology” for a long time. The safety and quality results in those industries is second to none. It’s about time health care catches up. Our lives may depend on it.
Syrian President Bashar al-Assad visited troops on the frontline in Eastern Ghouta on Sunday, as the armed forces continue to make significant gains into militant-held territory. Eastern Ghouta has been under rebel control since 2012. COURTESY: RT's RUPTLY video agency, NO RE-UPLOAD, NO REUSE - FOR LICENSING, PLEASE, CONTACT http://ruptly.tv Check out http://rt.com RT LIVE http://rt.com/on-air Subscribe to RT! http://www.youtube.com/subscription_center?add_user=RussiaToday Like us on Facebook http://www.facebook.com/RTnews Follow us on Telegram https://t.me/rtintl Follow us on VK https://vk.com/rt_international Follow us on Twitter http://twitter.com/RT_com Follow us on Instagram http://instagram.com/rt Follow us on Google+ http://plus.google.com/+RT RT (Russia Today) is a global news network broadcasting from Moscow and Washington studios. RT is the first news channel to break the 1 billion YouTube views benchmark.
Simon Chesterman of National Police Chiefs’ Council says patrol officers ‘deserve the protection’All police officers on routine patrol should be allowed to carry stun guns, the country’s chief firearms officer has said.Simon Chesterman, the armed policing lead for the National Police Chiefs’ Council (NPCC), indicated he supported a wider rollout of the weapons amid fears of a growing threat to frontline officers. Continue reading...
The Syrian regime’s assault on a rebel-held enclave near the capital has left civilians with the stark choice of joining thousands who are fleeing across frontlines or hunkering down in basements with little food and uncertainty about their fate.
http://wrld.bg/xpt730iYoqb - A new World Bank report finds that Afghanistan has made strong and sustained health gains since 2003. Such health gains, the report finds, have been made possible because of expanded frontline health services and a stronger health system.
Teaching young people with learning difficulties to make bread is helping them gain independence and transferable skills It may sound strange, but swapping community nursing for a baker’s apron and a bag of flour helped me rediscover why I became a mental health professional.I qualified as a registered mental health nurse in the 1980s and enjoyed helping people to recover from mental ill health and all the societal disadvantages that went with it. I worked for more than 25 years, in frontline nursing and management, and saw how challenging it was for people to survive. Continue reading...
Authored by George Eaton via NewStatesman.com, In Taleb’s universe, the fieriest circle of hell is reserved for bankers and neoconservatives. Nassim Nicholas Taleb is an intellectual brawler, a philosophical pugilist. His new book, Skin in the Game, put me in mind of the final scene of The Godfather or Reservoir Dogs: everybody gets whacked. Bankers and bureaucrats, warmongers and wonks – all are targeted by Taleb. For the Lebanese-American thinker, their shared sin is that (with some exceptions) they lack “skin in the game”. By this, Taleb means they are insulated from the consequences of their actions: they do not have “a share of the harm” or “pay a penalty if something goes wrong”. This “asymmetry in risk bearing”, he warns, leads to “imbalances”, “black swans” (the rare but high-impact events described in his 2007 mega-seller) and “potentially, to systemic ruin”. When I meet Taleb, 57, at the Club Quarters hotel in central London I am mentally primed for conflict (journalists are another of his targets). But the self-described flâneur is courteous and polite, helpfully advising me to add an espresso to the hotel’s insufficiently strong coffee. I ask him how his deadlifts are (the stocky Taleb once boasted of lifting 400lbs). An unrelated injury, he laments, has “set him back” but he has shed fat, not muscle (“it could be that when you deadlift you’re always hungry”). “I consider myself in the same business as journalists,” Taleb says when I raise the subject of my trade. “But if you don’t take risks it becomes propaganda or PR.” Taleb, a man sometimes described as having praise only for himself, speaks admiringly of the New Statesman’s in-house philosopher John Gray. “My respect for him is so great… He, visibly, has skin in the game, he was not afraid to be a Thatcherite when it was unpopular and later an anti-Thatcherite when it was also unpopular.” In Taleb’s universe, the fieriest circle of hell is reserved for bankers and neoconservatives. “The best thing that could happen to society is the bankruptcy of Goldman Sachs,” he tells me. “Banking is rent-seeking of industrial proportions.” Taleb, who became rich as a derivatives trader, is not a foe of capitalism but of “cronyism”. “If you’re taking risks, God bless you. This is why I accept inequality. I’ve seen people go from trader to cab driver and back again.” He similarly denounces armchair interventionists. “There’s a corrective mechanism in nature: a predator typically inflicts risk on others but also on itself. Unless warmongers are more exposed to dying than others it’s the equivalent of reckless drivers being isolated from the risks of reckless driving.” Is he suggesting that, like George Orwell in Spain, neocons should have joined the Iraq frontline? “They should have kept their mouths shut,” he replies. Taleb was raised in Lebanon by a Greek Orthodox family during the 1975-90 civil war (resulting in what he calls “post-traumatic growth”). He charges the West with excessive rather than inadequate support for the Syrian rebels. “Obama is the reason my people – the Orthodox Christians of Syria – are down by half. Assad’s father blew up my house. But Assad’s enemies make him look like Mother Teresa. You’re not dealing with the Swedish parliament versus Assad: you’re dealing with real scum.” Mindful of the charge of hypocrisy, Taleb seeks to ensure that he has skin in the game. Though he lives mostly in New York, he retains a property in Lebanon and houses six Syrian refugees. He does not employ an assistant (“it moves you one step away from authenticity”), rejects copy editing of his books and refuses to accept honours and prizes (“they give you an award, then they own you”). When later that day I join Taleb at a private dinner hosted by Second Home, an east London start-up hub, he dismisses the convention of Chatham House Rules, insisting that all his remarks are on the record. As an investor, Taleb never advises others to make a trade that he has not done himself. He inverts our traditional conception of “conflicts of interest” (“no conflict, no interest,” as one Silicon Valley slogan has it). When Taleb spoke sympathetically of Brexit in 2016, he simultaneously bought a large quantity of pound sterling. Once asked during a TV appearance to comment on Microsoft, he replied: “I own no Microsoft stock… Hence I can’t talk about it.” “Those who seek money from a transaction, at least you know where they stand and what their norms are,” Taleb explains. “But those who tell you ‘I’m doing it for the benefit of humanity’, you’ve got no way of checking them.” Yet are there times when a lack of skin in the game is defensible? Taleb concedes that an exception should be made for jurors. “You don’t do it for a living, you have a cleaner opinion than someone who gets involved.” Taleb, a philosophical sceptic, influenced by Burkean and libertarian thought, observes: “I’m against universalism right there. Skin in the game is not something universal.” By now, we have been talking for 90 minutes and Taleb remarks with surprise that he is running late for another appointment. Our conversation concludes on an optimistic note: “We’ve survived 200,000 years as humans,” says Taleb. “Don’t you think there’s a reason why we survived? We’re good at risk management. And what’s our risk management? Paranoia. Optimism is not a good thing.” Is the paradox, I ask, that human pessimism offers grounds for optimism? “Exactly,” Taleb replies. “Provided psychologists don’t fuck with it.”
HBR STAFF/Caiaimage/Robert Daly/Getty Images Organizations spend over $100 billion annually to improve employee engagement. Yet according to Gallup, only 13% of employees are engaged — and disengaged employees cost U.S. companies $450 billion to $550 billion per year in lost productivity. The reason why most engagement efforts fall short is that they’re designed to cultivate employees’ commitment in generic, general ways. They attempt to make people feel that they’re working for a responsible company or that the company’s leaders care about them. A more precise, robust approach is employee brand engagement, which establishes a critical link between employees and customers. Employee brand engagement is achieved when employees are aligned and involved with the organization’s brand. It requires the company to have a clearly articulated brand identity and its leaders to cultivate a positive, multidimensional connection between employees and that brand identity. The goal is to make sure employees know what the brand stands for and are committed to reinforcing it with their actions. Employee brand engagement differs from “employer branding” or “employment branding,” terms that refer to an organization’s efforts to enhance its image to attract and retain talented employees. It’s also more than “internal marketing” or “invertising,” which describe when an organization promotes its brand to employees as it would to customers and expects them to “buy” the message it’s trying to “sell” to them. It isn’t about selling anything, or even telling employees what they should do; it’s about informing, inspiring, and involving employees so that they want to support and advance the brand. Only when employees are engaged with the brand will they think and act in the specific ways that produce the specific results the company is seeking. Employees must internalize the organization’s purpose and values so they make decisions that clearly support those priorities. Ultimately they design and deliver on-brand customer experiences that strengthen the brand’s competitive position and build equity in the brand. Employee brand engagement has three dimensions: Personal and emotional commitment. For example, employees feel an emotional connection with the brand and act as brand ambassadors, actively sharing positive information about the brand with their friends, families, and communities and recommending it to them. Understanding the brand strategy. Employees understand who the brand’s target customers are, how the brand is positioned relative to competitors, and what makes the brand unique and valuable from a customer perspective. Day-to-day involvement with the brand. Employees have appropriate access to tools and data about how the brand is perceived by customers and they actively nurture and reinforce the brand on a daily basis, at every touchpoint. Even those employees who don’t have direct customer contact understand and embrace their role in delivering on-brand customer experiences. This kind of engagement is missing at most organizations. A Journal of Brand Management paper shows that four in 10 employees struggle to describe their organization’s brand or how they think customers feel their organization is different from competitors. Brand consultancy Tenet Partners reports that only 28% of employees strongly agree that they know their company’s brand values, and that only one in five employees strongly agrees that company leaders communicate how employees should out the brand values in their jobs. To cultivate employee brand engagement, consider the multidimensional approach used by Lilian Tomovich, chief experience officer and CMO of MGM Resorts, and her team. MGM wanted to reposition itself from merely a casino company to a worldwide resort and entertainment company. It wanted to be known for entertainment venues and hotels that were not gaming-centric — such as the Bellagio and MGM Grand in Las Vegas. Tomovich and her fellow executives knew that they couldn’t direct their transformation efforts only externally. MGM employees needed to be engaged with the company’s aspiration so they would deliver on it. So they initiated an internal engagement effort that they called “We Are the Show.” This not only reinforced the company’s desired identity as an entertainment brand but also helped seed the “SHOW” acronym that summarized its desired brand-led culture: S for smile and greet the guest H for hear their story O for own the experience W for “wow” the guest They kicked off the engagement initiative with a summit for the company’s top 7,000 leaders. They explained why the company was embarking on the transformation and what accomplishing it would take. Then they showed those leaders how to train their direct reports, cascading the desired culture throughout the organization, so that after eight months all 77,000 employees would be trained personally by their managers. In these training sessions, employees went through a curriculum to learn about and experience the attitudes and behaviors that embodied the new MGM Resorts brand values. For example, leaders took employees through property- and department-specific guidelines and expectations, such as “Be visible and accessible to guests, with open body language and friendly facial expression” for frontline employees. Leaders were given brand engagement tool kits containing a leadership playbook and an “engagement calendar” to help them plan the content and timing of training sessions. And they used teaching aids to engage employees in interactive exercises, such as role-playing and group discussions, so they could practice the desired behaviors and learn ideas and tips about how to deliver on the brand values in the customer experience. MGM also developed a communications campaign that reached all employees from all angles. The campaign included posters that showed employees at work under the headline “This Is My Stage,” regular news updates to leaders and “daily team update” emails to generate enthusiasm across the board, and signage for “back of house” areas. These communication efforts created a 360-degree integrated effort that surrounded employees with messages about the brand so they wouldn’t be overlooked or forgotten. All these efforts generated a valuable, vital link between MGM employees and customers. And as a result, the company accomplished a successful internal transformation of its culture and external transformation of its brand as evidenced by positive feedback in employee and customer surveys. The company also reported financial gains from its efforts, reporting increased revenues, REVPAR (a hospitality industry key metric), and net income. Of course it’s important for employees to be excited about and satisfied by their work and to feel emotionally connected to their companies; leaders must continue to work on these foundations. But given how quickly management, strategies, and market conditions change, general employee engagement is not enough to keep everyone on track and building the right customer relationships the right way. Companies need stronger and more focused engagement. Employee brand engagement doesn’t produce just happy, engaged employees; it develops happy, engaged employees who produce the right results. The company isn’t recognized just as a great place to work; the work itself becomes great. And the company doesn’t establish itself just as a great employer; it lays the foundation for great customer relationships. (Author’s note: I’ve created an assessment to help you determine how well your employees are engaged with your brand and how well-aligned and integrated your brand and culture are today. It’s free, but I will ask for your email address to send you your personalized results.)
Following his shocking photographs of dead albatross chicks and the diet of plastic that killed them, Chris Jordan’s new film is a call to action to repair our broken relationship with planet EarthWe are living in a plastic age and the solutions may seem glaringly obvious, so why aren’t all 7.6 billion of us already doing things differently? Shocking statistics don’t guarantee effective change. So what’s the alternative? American photographer and filmmaker Chris Jordan believes the focus should be on forcing people to have a stronger emotional engagement with the problems plastic causes. His famous photographs of dead albatross chicks and the colourful plastic they have ingested serve as a blunt reminder that the planet is in a state of emergency.While making his feature-length film Albatross, Jordan considered Picasso’s approach: “The role of the artist is to respect you, help you connect more deeply, and then leave it up to you to decide how to behave.” Continue reading...
The president's first visit to California since taking office will include a brief tour of prototypes for border construction and a high-dollar fundraiser in Beverly Hills.
AL-MOKHA, Yemen (Reuters) - It took Seham Ali Ibrahim one month to make the dangerous journey from her village near the frontline town of al-Heiss to the relative safety of Yemen's western coast areas, often traveling by foot across battle lines.
AL-MOKHA, Yemen (Reuters) - It took Seham Ali Ibrahim one month to make the dangerous journey from her village near the frontline town of al-Heiss to the relative safety of Yemen's western coast areas, often traveling by foot across battle lines.
http://ru.euronews.com/ Представьте себе мир, где преступники действуют совершенно безнаказанно. Мир, в котором данные Вашей кредитки можно приобрести за 1 доллар, а заработать на таком бизнесе один триллион долларов в год, или 770 000 000 евро. Программа "На линии огня" провела собственное расследование, чтобы понять, как бороться с организованной преступностью в кибер пространстве, а главное - как победить. Эксперты в области кибербезопасности предупреждают, что в 2013 году кибератаки на финансовый сектор станут еще более изощренными и вредоносными и могут привести к миллионам долларов убытков. Наша зависимость от интернета растет, а вместе с этим резко увеличиваются возможности мошенников и преступников. О противостоянии растущей угрозе мы поговорили с Троэлсом Оертиномг, главой Европейского центра по борьбе с кибер-преступлениям и Риком Фергюсоном, директором Trend Micro, компании, разрабатывающей программное обеспечение для защиты информации. Ñ�Ð¾Ñ†Ð¸Ð°Ð»ÑŒÐ½Ñ‹Ðµ Ñ�ÐµÑ‚Ð¸ : YouTube: http://bit.ly/zqVL10 Facebook: http://www.facebook.com/euronewsru Twitter: http://twitter.com/euronewsru