developments in media and communication technologies welcomed a new era, defined as post-truth, implying a general distancing from truth, where fake or speculative messages can be instantly shared by a vast audience. ...
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developments in media and communication technologies welcomed a new era, defined as post-truth, implying a general distancing from truth, where fake or speculative messages can be instantly shared by a vast audience. In this era, we need leaders with strong emotional and social skills to create a positive and ethical impact in society. In this study, due to the requirements of the Post-Truth Era which necessitates a new approach to leadership development, an arts-based learning intervention entitled Arts-Based Creative Leadership Communication program is designed for leaders with three main objectives to increase, firstly, their creative communication skills;secondly, healing effect of arts for their resilience;and, thirdly, their social sensitivity through arts. After the design and implementation of this program, its targeted effects on the participants were analyzed. Results indicated that all of the expected outcomes were achieved successfully. The highest development was seen in the healing effect, while change in social sensitivity appeared as the lowest. Emotional skills as non-verbal communication element was developed more than social skills. Meanwhile, the emergence of the pandemic with its digital transformation process increased the effects of the program. To sum up, the program was found successful for the leaders in the Post-Truth Era.
Homelessness is caused both by structural and personal factors. Thus, comprehensive services are required to meet the complex needs of homeless persons. This article reviews case management and group work practice wit...
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Homelessness is caused both by structural and personal factors. Thus, comprehensive services are required to meet the complex needs of homeless persons. This article reviews case management and group work practice with homeless persons and argues that effective social work practice must incorporate both intervention methods. Integrated program development (IPD), a program framework for shelter services, is presented. A pilot project at the Salvation Army Family Haven in St. Louis, Missouri illustrates the costs and benefits of empowerment-oriented group work with homeless persons. Three approaches for establishing group work for homeless people are suggested. Each approach requires that group workers, with community organizing skills, be employed by social service administrators.
In this article we consider applied anthropology as it exists at the program level. While individual faculty can promote applied training, sustainability in applied education is only possible when entire faculties-and...
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In this article we consider applied anthropology as it exists at the program level. While individual faculty can promote applied training, sustainability in applied education is only possible when entire faculties-and the college and university administrations that provide the necessary financial, structural, and social support-are committed to this approach. While many options for program development exist, we argue that being aware of what other programs are doing, and what is and is not working for them, is both time-saving and transformative. This article provides overviews of common applied anthropology training approaches, discusses the importance of support for applied programs, and introduces the rest of the articles in this series, which focus more specifically on particular approaches, programs, and training needs.
Curriculum development for family science programs can be approached in a systematic, thoughtful manner. One approach that can assist us in attaining educational excellence for our students and our program is the Cont...
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Curriculum development for family science programs can be approached in a systematic, thoughtful manner. One approach that can assist us in attaining educational excellence for our students and our program is the Continuous Process Improvement model (CPI). This model was successfully implemented at Alverno College (2003) and Central Missouri State University (Mullin & Grelle, 1994). In each context, the campus culture was transformed to “focus on student learning, explicitly driven by performance-based learning outcomes, integrated by systematic and continuous assessment and feedback” (Mullin & Grelle, 1994, p. 4). In this article, we will illustrate how professionals can use this approach to evaluate family science curriculum, by demonstrating how we used a “quality” process model to assess our own human development and family science program.
The written record of Ellison's involvement in Portuguese program development begins in 1964 when he became chairman of the Portuguese Language development Group that met at several Modern Language Association mee...
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The written record of Ellison's involvement in Portuguese program development begins in 1964 when he became chairman of the Portuguese Language development Group that met at several Modern Language Association meetings before being accepted by the American Association of Teachers of Spanish and Portuguese (AATSP) in 1967. The record ends in the Fall 2003 edition of "The Portuguese Newsletter" in an interview conducted by Libby Ginway of the University of Florida. That record constitutes forty years of writing and collecting survey data, publishing reports, and advocating for Portuguese teaching and curriculum development in the US. Most of the writing appeared in this journal "Hispania," the publication of the AATSP, an organization to which Ellison remained loyal during his long career. Ellison remarked in several places that AATSP was the organization that added the "P" to its name in 1944 and thus recognized Portuguese as a co-participant. This article reviews five concerns that Ellison addressed in his "Hispania" publications, along with an update on the status of those concerns today more than ten years after the 2003 interview, and more than fifty years after Ellison's first reports in "Hispania."
BackgroundTranscatheter aortic valve replacement (TAVR) is an increasingly available therapy for the management of aortic stenosis in higher risk populations. Beyond addressing the procedural challenges, centers must ...
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BackgroundTranscatheter aortic valve replacement (TAVR) is an increasingly available therapy for the management of aortic stenosis in higher risk populations. Beyond addressing the procedural challenges, centers must attend to the unique requirements of developing TAVR programs from referral to follow-up. AimThe aim of this article is to outline the recommendations for best practice for program development from centers with early and extensive experience. RecommendationsThe guideline-recommended Heart Team approach requires interdisciplinary agreements, delineation of roles and responsibilities, and the development of the role of the TAVR Coordinator. To support appropriate case selection, the screening and evaluation must be organized in a comprehensive clinic visit. In addition to the multimodality imaging tests, the assessment of functional status and frailty is pivotal to the eligibility decision. Throughout the TAVR trajectory, careful attention must be afforded to the integration of geriatric best practices. Pre-procedure care requires patient and family education to manage expectations and facilitate early discharge planning. Peri-procedural care planning, including equipment requirements, monitoring protocols, and emergency intervention agreements, contributes to procedural success. The aims of post-procedure care are to monitor the recovery, facilitate the rapid return to baseline status, and optimize length of stay. TAVR programs require data management strategies to facilitate and monitor program growth, support program evaluation, and meet the requirements for submission to national registries. ConclusionTAVR represents a paradigm shift in the management of structural heart disease. programmatic success and patient outcomes depend on the development of a comprehensive and collaborative program tailored to TAVR. (c) 2014 Wiley Periodicals, Inc.
The New World of Health Promotion: New program development, Implementation, and Evaluation is devoted to the development and implementation of community health promotion programs that work. The book discusses prerequi...
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The New World of Health Promotion: New program development, Implementation, and Evaluation is devoted to the development and implementation of community health promotion programs that work. The book discusses prerequisites for a new health promotion initiative, explores some of the emerging priorities in health promotion programs, explains competencies that help achieve goals, includes examples of effective health promotion, and addresses program leadership partnerships, evidence-based programs, and economic evaluation.
Pediatric robotic surgery has seen increasing implementation for its many benefits over the past two decades. As more pediatric surgeons gain exposure to robotic surgery, the interest in utilizing this technology is g...
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Pediatric robotic surgery has seen increasing implementation for its many benefits over the past two decades. As more pediatric surgeons gain exposure to robotic surgery, the interest in utilizing this technology is growing. However, there are no guidelines or existing framework for developing pediatric general surgery robotic programs. programmatic development can be challenging, requiring institutional support, a minimum 12-month multistep process in partnership with the robot manufacturer, and organization of a local dedicated team. A cornerstone to all program building is collaboration and communication with key stakeholders who are committed to establishing a robotic surgery program. In this manuscript, we detail numerous best practices for implementation, followed by three variations of programmatic development, each drawing lessons from one of three practice settings: (i) A children's hospital in a large medical center associated with an adult hospital, (ii) a free-standing children's hospital, and (iii) a community-based practice. We aim for this article to provide a framework that can serve as a guide for those beginning this process, consolidating the key resources and strategies used to develop a robust pediatric robotic surgery program.
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