New article on the treatment and secondary prophylaxis with ethanol lock therapy for central line-associated bloodstream infection in paediatric cancer: a randomised, double-blind, controlled trial from the Lancet Infectious Diseases
A new Open Access publication on not “just” an intravenous line: Consumer perspectives on peripheral intravenous cannulation (PIVC). An international cross-sectional survey of 25 countries from PLOS| ONE
Come join Vascular Access Specialists from all around the globe at the 5th World Congress for Vascular Access, held in Copenhagen, Denmark from June 20th – 22nd.
June 20 – 22, 2018
Tivoli Hotel & Congress Center
Arni Magnussons Gade 1 3
New article on vascular access in the elderly from American Journal of Nephrology
A great article by Diana Kander on Harvard Business Review on empowering your team to say no!
There’s nothing wrong with wanting to please. In fact, we’re hardwired for it. But when we overcommit ourselves, we spend our time checking things off a list rather than actually creating value.
This problem has ramped up in recent years as likability has become a key determinant in landing jobs and other professional opportunities. But here’s the trouble with having a corporate culture built around likability: When people are afraid to turn down noncritical projects, good ideas get smothered. Without the ability to say “no” to low-level tasks in order to say “yes” to groundbreaking ones, people stop innovating.
Every company is in a value race. Not only do you have to create value for your customers, but you also have to do it before someone else does. Doing so requires the ability to say “yes” to truly great ideas — and, more importantly, to say “no” to all those good ideas that just aren’t good enough.
Here’s how to cultivate that mindset in your organization:
1. Establish a value assessment system.
2. Pay attention to warning signs.
3. Celebrate saying “no.”
4. Reward initiative.
A colleague of mine recently posted a link to this article, but I also thought it was a pertinent read. I actually couldn’t agree more. Health departments need to collaborate with industry and clinician experts to improve health outcomes and patient safety. Time to get out of the silos and listen to experts that don’t always work within healthcare departments.
“The big public health problems that humanity faces today — including Alzheimer’s disease, cancer, and metabolic and infectious disease — will not be solved by either sector working in a silo. But the interface between the two has never been more tense. Legitimate concerns over conflict of interest that have resulted in overly extreme preventative policies are a central cause. It is time for all parties to revisit those policies and replace them with rules that recognize both true conflicts and true confluences of interest. They are essential to forging the strong collaborations that are worthy of society’s trust.”