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Medium 9781591200772

16. Cancer—A Modern Plague

Sweere DC, Joseph J Basic Health Publications ePub

16. Cancer—A Modern Plague

ancer continues to be one of mankind’s greatest challenges. In spite of the time, talent, and economic and human resources poured into research and treatment, the disease in all of its forms kills about 500,000 Americans each year. It is the single most significant factor in personal bankruptcy, and approximately 60 percent of all healthcare dollars are expended for cancer-related health issues. While great strides have been made in the fight against cancer—including notable advances in the diagnosis and treatment of lymphoma and childhood leukemia—over 1,000,000 new cases are diagnosed every year, and almost all forms of cancer remain stubbornly present in Western society. In fact, some forms of cancer, such as childhood brain tumors, are even increasing in frequency. Clearly, then, prevention is very important.

When we talk about cancer, we’re really referring to a family of diseases. Currently, we know of over one hundred forms of the illness, usually referred to by the organs affected—colon cancer, pancreatic cancer, and skin cancer, to name a few of many. Regardless of type, all forms of cancer begin within the cells, the body’s basic structural units. Every second of your life, your body cells reproduce and replace themselves. This means that, every few days, the lining of your stomach has been replaced entirely with new cells; every ninety days, all of the body’s billions of skin cells and red blood cells have also been replenished. Thus, every few years, almost all of the body’s cells are completely replaced with new, healthy cells.

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Medium 9781576753484

13. Evaluating a Training Program for Nonexempt Employees: First Union National Bank

Donald Kirkpatrick Berrett-Koehler Publishers PDF

Evaluating a Training Program for Nonexempt Employees


solidations, employees have the pressures that all this change has brought to bear. CARE is a one-day program devoted to the bank’s largest population, the nonexempt employees who have shouldered major responsibilities throughout this growth cycle at First


CARE is an acronym for Communication, Awareness, Renewal, and Empowerment.The learning objectives are:

• Increase self-awareness by use of self-assessment tools and group feedback.

• Increase understanding of communication styles and develop

flexibility in one’s own communication style.

• Increase communication effectiveness by exposure to and practice in assertiveness concepts and skills.

• Understand and implement the steps of goal setting as a tool in career renewal.

Input from employee focus groups was instrumental in developing the course design.

The program is offered on an ongoing basis for new employees.

The majority of CARE I training occurred in 1991. More than

10,000 employees have attended CARE I.

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Medium 9781935543176

Chapter Six

Sheryl Nussbaum-Beach Solution Tree Press ePub

Chapter Six

Building Your Connected Learning Community

Do not go where the path may lead; go instead where there is no path and leave a trail.

—Ralph Waldo Emerson

Our Stories

My first memories of building a personal learning network go back to the early 1990s. I had just gotten online and started using bulletin boards to find people with whom to learn. My first attempt was on a science board called Newton. Amazingly, it still exists as of writing this book (

The first person I met on Newton was a young science teacher who taught me how to use IRC chat and how to share files and have private conversations. We shared information about science education and weather. He even tutored some of the children in the charter school I was leading. Through email and a bulletin board system, I added a second network member, a fellow university professor I had never met who was from a department other than education. We used a threaded discussion format to talk about education and what needed to change. It was the first time I connected with someone I didn't know, who felt exactly like I did about kids and learning.

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Medium 9781576752326

12 Positive and Negative Emotions in Organizations

Kim Cameron Berrett-Koehler Publishers PDF

Positive and Negative Emotions

 177

comes for people, as well as for the groups or organizations to which the people belong.


Such leading perspectives on emotions as Russell’s circumplex model

(1980) or Watson and Tellegen’s two-factor representation (1985) seem to imply that emotions have fixed positive or negative valences, based, say, on pleasantness/unpleasantness and high/low arousal. This conclusion has a ring of truth to it when we reflect upon such common emotions as happiness, love, sadness, and hate. Happiness and love are generally positive, sadness and hate negative. But what is typically the case obscures six issues that make the traditional interpretation of emotions, in general, and positive and negative emotions, in particular, problematic.

The Experience of Emotions

People experience at least certain emotions as both positive and negative.

That is, an emotion can be in a sense both positive and negative. When we envy someone’s success, we positively evaluate the success, yet we may simultaneously harbor a negative evaluation of the person who succeeded and feel insecure and sorrowful about our own lot. Likewise, jealousy can be personally unpleasant and hence negative, yet, as Kristjansson (2002) recently showed, jealously is often necessary to maintain one’s pride and self-respect in close relationships. The point is that a particular emotion can reflect opposite evaluations.

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Medium 9781935476009

Chapter 4: Negligence

Michele Mathes Sigma Theta Tau International ePub

Nurses have a responsibility to remain professionally competent throughout their careers and across all settings where nursing is practiced (American Nurses Association [ANA], 2010). Minimum standards for nursing competence and authorization to practice are established by regulatory bodies; employers ensure that the practice environment is conducive to competent practice; and the scope of competent practice is defined by the nursing profession itself. All nurses know that they are individually accountable for competent nursing practice within their scope of practice.

Competence and scope are key concepts in safe and effective nursing practice. Nurses who are not competent within a particular aspect of nursing or who practice outside their scope of practice have violated nursing’s social contract and the law, placing themselves at risk for malpractice claims.

It is likely that you have known, or heard of, a colleague who has been involved in an action for negligence or malpractice. Malpractice suits against advanced practice nurses are on the rise (Walker, 2011), and although the situation is less common, all members of the nursing team—registered nurse (RN), licensed practical nurse (LPN), and nursing assistant—may face allegations of negligence. More commonly, RNs’ alleged negligent actions may lead to lawsuits against their employers (hospitals or nursing homes, for example).

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