Define Your Research Articles

HOW TO BECOME A HUMAN LEADER: BETTER CONNECT WITH YOURSELF SO YOU CAN BETTER CONNECT WITH OTHERS

AbstractThe author, a global executive leadership coach, believes that “today’s leaders cannot pretend to know all the answers and come up with all the solutions and rely on the pervasive but outdated playbook of what I call the “superhero leader”: the infallible, unflappable and fearless leader issuing directives from the corporate mountain top.” She notes that “human leadership is not about being “soft” or “nice.” It is about the ability to connect with the perspectives and emotions of others—whether employees, customers, or shareholders—to better serve their needs.” She discusses such concepts as mindtraps and mindsets, and how these affect organizational executives and leaders. She outlines a three‐step process: 1. Identifying Mindtraps 2. Engineering a Mindshift 3. Practice Mindbuild. Within part one, for instance, she discusses trauma, identity, role, and whose voice is it? Within part 2, challenge your beliefs, challenge your fears, and release the past. In part 3, Define your unique identity as a human leader and Practices to better connect with yourself. She further elaborates that “the journey from mindtrap to mindshift and mindbuild has a profound impact on those who undertake it, unleashing a deep and lasting transformation on multiple levels.”

Academic Librarianship Reflection: How Do you Define Your Roles as an Academic Librarian?

Academic Librarianship Reflection: How Do you Define Your Roles as an Academic Librarian?

Post-Residency Life: How to Build a Successful Career

Back to table of contents Previous article Next article ProfessionalFull AccessPost-Residency Life: How to Build a Successful CareerDionne Hart, M.D., Eileen McGee, M.D.Dionne HartSearch for more papers by this author, M.D., Eileen McGeeSearch for more papers by this author, M.D.Published Online:25 Feb 2023https://doi.org/10.1176/appi.pn.2023.03.3.23AbstractGraduating residents face a plethora of decisions regarding their future, but taking the time to look inward at professional goals and connect with the right advisors will pay off.The psychiatry residents who are completing their residency this year face a number of colliding challenges: They are beginning their careers at a time of an unprecedented demand for mental health services in the wake of the global pandemic and a severe psychiatric workforce shortage. They also have what seems to be an endless number of career paths.Last December, the Area 4 Council of the APA Assembly hosted a virtual presentation titled “Residency Is Over, So What Now?” Residents and fellows throughout the nation listened to a panel of young physicians representing diverse practice types and an experienced attorney and financial planner who shared their wisdom and experience.The program began with a discussion of important financial matters including tax liability, retirement planning, and tools to finance personal priorities. Two key takeaways were to plan early for retirement and plan for emergencies. Our guest financial advisor recommended a familiar salary allocation known as the 50/30/20 rule: 50% is earmarked for necessities and obligations; 30% for discretionary purchases; and 20% for retirement planning, debt repayment, and savings.After a discussion of how to protect one’s hard-earned income, the discussion turned to recognizing the limits of one’s legal knowledge—it is imperative to seek professional advice prior to signing employment contracts and taking out personal, home, and practice loans; and to build an advisory team consisting of an attorney, accountant, tax advisor, banker, insurance agent, and consulting specialists such as an information technologist. A team of professional advisors will offer protection while new physicians focus on building a practice, interacting with patients, understanding legal obligations, and protecting assets.After discussing these fundamentals, a panel of early career physicians shared their practice and planning experiences, along with their successes and failures. Although their career pathways were different, the panelists agreed that networking and mentoring are important. Valuable takeaways included Dr. Kyle LeMasters’ advice to “know your value,” while Dr. Erica Steinbrenner advised residents to “create exactly the practice you want.” Dr. Matt Kruse urged participants to take a personal inventory of their interests and goals before accepting a position. Dr. Erika Larson echoed this advice when she counseled participants to build a practice that reflects their goals and needs. For example, those who enjoy traveling and new challenges might find that a locum tenens position is a good fit, but for structure and predictability, a government practice or employed position may be optimal.Many new physicians find that their first position is not an optimal fit. In fact, 47% of physicians change positions in the first five years of practice. The early career panelists agreed that practice preferences may change as priorities and life circumstances evolve, so it is important that newly practicing physicians give themselves the grace to explore or create new professional opportunities and maintain that openness throughout their professional life. In summary, as Dr. John Korpics advised, “Define your own future.” ■Dionne Hart, M.D., is a member of APA’s Council on Advocacy and Government Relations, an APA delegate to the AMA House of Delegates, a member of the Minnesota Medical Association Board of Trustees, president of the Minnesota Association of African American Physicians, chair of the National Medical Association’s Region IV, and the AMA liaison to the National Commission on Correctional Health Care Board of Representatives. She can be reached on Twitter at @lildocd.Eileen McGee, M.D., is a retired adult, child, and adolescent psychiatrist in the Cleveland area with experience as a private practitioner and community psychiatrist in a Federally Qualified Health Center. She is Area 4’s treasurer and head of the Program Committee. ISSUES NewArchived

Forecasting the momentum using customised loss function for financial series

PurposeWe propose a Machine Learning (ML) approach that will be trained from the available financial data and is able to gain the trends over the data and then uses the acquired knowledge for a more accurate forecasting of financial series. This work will provide a more precise results when weighed up to aged financial series forecasting algorithms. The LSTM Classic will be used to forecast the momentum of the Financial Series Index and also applied to its commodities. The network will be trained and evaluated for accuracy with various sizes of data sets, i.e. weekly historical data of MCX, GOLD, COPPER and the results will be calculated.Design/methodology/approachDesirable LSTM model for script price forecasting from the perspective of minimizing MSE. The approach which we have followed is shown below. (1) Acquire the Dataset. (2) Define your training and testing columns in the dataset. (3) Transform the input value using scalar. (4) Define the custom loss function. (5) Build and Compile the model. (6) Visualise the improvements in results.FindingsFinancial series is one of the very aged techniques where a commerce person would commerce financial scripts, make business and earn some wealth from these companies that vend a part of their business on trading manifesto. Forecasting financial script prices is complex tasks that consider extensive human–computer interaction. Due to the correlated nature of financial series prices, conventional batch processing methods like an artificial neural network, convolutional neural network, cannot be utilised efficiently for financial market analysis. We propose an online learning algorithm that utilises an upgraded of recurrent neural networks called long short-term memory Classic (LSTM). The LSTM Classic is quite different from normal LSTM as it has customised loss function in it. This LSTM Classic avoids long-term dependence on its metrics issues because of its unique internal storage unit structure, and it helps forecast financial time series. Financial Series Index is the combination of various commodities (time series). This makes Financial Index more reliable than the financial time series as it does not show a drastic change in its value even some of its commodities are affected. This work will provide a more precise results when weighed up to aged financial series forecasting algorithms.Originality/valueWe had built the customised loss function model by using LSTM scheme and have experimented on MCX index and as well as on its commodities and improvements in results are calculated for every epoch that we run for the whole rows present in the dataset. For every epoch we can visualise the improvements in loss. One more improvement that can be done to our model that the relationship between price difference and directional loss is specific to other financial scripts. Deep evaluations can be done to identify the best combination of these for a particular stock to obtain better results.

Define and Communicate Your Campaign Case

The Major Gifts ReportVolume 23, Issue 8 p. 3-3 Campaign Planning Define and Communicate Your Campaign Case First published: 29 June 2021 https://doi.org/10.1002/mgr.31755Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume23, Issue8August 2021Pages 3-3 RelatedInformation

Practical Guidance in the Conduct of a Scoping Review: Insights from Experience in the College of Public Health, University of the Philippines Manila

Objective. We aimed to provide practical guidance on the scoping review process, building on the methodologies and general steps outlined by Arksey and O’Malley, Levac et al. and The Joanna Briggs Institute. Methods. We reviewed the methodologies of three scoping studies conducted by the authors in the College of Public Health, University of the Philippines Manila between 2016 and 2017. For each project, we outlined the steps, tools utilized, good practices performed, challenges encountered, and recommendations for improving the scoping review process in relation to existing guidelines. We compared the similarities and differences across the three reviews and guidelines to come up with a list of good practices and recommendations. Results. We propose an expanded 10-step and iterative framework based on our analysis of three scoping studies: Define your research question; 2. Specify your research statement according to population, concept, and context; Prepare the necessary tools, forms, and software packages; 4. Assemble your expert panel and/or consultants; Develop your search strategy; 6. Implement the search strategy and retrieve identified studies; 7. Screen and assess studies for inclusion in the scoping review; 8. Chart the data; 9. Synthesize your results; and 10. Prepare your final report. Conclusion. Scoping reviews as a method of evidence synthesis are increasingly gaining popularity among researchers due to the scope of what can be reviewed in a relatively short amount of time. With only three scoping studies informing our proposed methodology, other issues and challenges in the conduct of a scoping review may have been missed in the expanded framework presented in this paper. We suggest future studies to apply existing scoping review methodologies, to further enhance this rapidly evolving framework in research, policy, and practice.

Define Your Leadership by Example

Define Your Leadership by Example

Response to "Define Your Pressure Injury Clinical Order Set within Your Workflow".

Response to "Define Your Pressure Injury Clinical Order Set within Your Workflow".

Define Your Pressure Injury Clinical Order Set within Your Workflow: Erratum.

Define Your Pressure Injury Clinical Order Set within Your Workflow: Erratum.

Corona II – eclipse

Corona II – eclipse

Define Your Pressure Injury Clinical Order Set within Your Workflow.

Define Your Pressure Injury Clinical Order Set within Your Workflow.

Define your wellness: Disrupt your diagnosis

Define your wellness: Disrupt your diagnosis

Define Your Goals Before You Design a CURE: A Call to Use Backward Design in Planning Course-Based Undergraduate Research Experiences.

We recommend using backward design to develop course-based undergraduate research experiences (CUREs). The defining hallmark of CUREs is that students in a formal lab course explore research questions with unknown answers that are broadly relevant outside the course. Because CUREs lead to novel research findings, they represent a unique course design challenge, as the dual nature of these courses requires course designers to consider two distinct, but complementary, sets of goals for the CURE: 1) scientific discovery milestones (i.e., research goals) and 2) student learning in cognitive, psychomotor, and affective domains (i.e., pedagogical goals). As more undergraduate laboratory courses are re-imagined as CUREs, how do we thoughtfully design these courses to effectively meet both sets of goals? In this Perspectives article, we explore this question and outline recommendations for using backward design in CURE development.

Define Your Line: Evaluating a Peer-To-Peer Sexual Consent Education Campaign to Improve Sexual Consent Understanding Among Undergraduate Students

Define Your Line: Evaluating a Peer-To-Peer Sexual Consent Education Campaign to Improve Sexual Consent Understanding Among Undergraduate Students

Author Meets Critics— The Aisles Have Eyes

Author Meets Critics— The Aisles Have Eyes Joseph Turow (bio), Matthew P. McAllister (bio), Inger L. Stole (bio), and Edward Timke (bio) Keywords advertising history, data, democratic capitalism, digital advertising, hidden curriculum, privacy, retail marketing, smartphones, surveillance, technology Video 1. Author Meets Critics— The Aisles Have Eyes. Click to view video Advertising & Society Quarterlyis now bringing books to life through a new review format called “Author Meets Critics” (AMC). Pulling from a tradition that the journal’s editors have seen at academic meetings and book talks on university campuses, AMC records a conversation with a book author and academic and industry experts (serving as the “critics”) who discuss the book and how it helps us understand advertising’s place in society, culture, history, and the economy. The first AMC segment discusses Joseph Turow’s book The Aisles Have Eyes: How Retailers Track Your Shopping, Strip Your Privacy, and Define Your Power(Yale University Press, 2017). As is revealed in the discussion, Turow’s book covers the history and logic behind the technologically-advanced, data-driven retail marketing and advertising that many consumers take for granted today. Most consumers are unaware of how marketers and advertisers are carefully surveilling them when they elect to download a smartphone app or use a store’s in-house Wifi. Turow contends that culling consumer data is more than a threat to privacy. Marketing and advertising firms’ use of an array of consumer information undermines capitalistic democracy, which asserts that consumers have equal footing to learn about and buy products and services. Joseph Turow Joseph Turow is Robert Lewis Shayon Professor of Communication in the Annenberg School for Communication at the University of Pennsylvania. Professor Turow’s research focuses on digital cultural industries, especially at the intersection of the internet, marketing, and society, as well as studies on database marketing, media and privacy, digital out-of-home media, the process of innovation in the mass media, and the relationship between media and the medical system. He has authored ten books, edited five, and written more than 150 articles on mass media industries. His other most recent books are Media Today: Mass Communication in a Converging World(Routledge, 2016) and The Daily You: How the New Advertising Industry is Defining Your Identity and Your Worth(Yale University Press, 2012). Professor Turow is an elected Fellow of the International Communication Association and was presented with a Distinguished Scholar Award by the National Communication Association. Matthew P. McAllister Matt McAllister is Professor of Media Studies and Chair of Graduate Programs in the College of Communications at Pennsylvania State University. His research interests include advertising criticism, popular culture, and the political economy of the mass media. He is the author of The Commercialization of American Culture: New Advertising, Control and Democracy(Sage, 1996), and the co-editor of Comics and Ideology(Peter Lang, 2001), The Advertising and Consumer Culture Reader(Routledge, 2009), and The Routledge Companion to Advertising and Promotional Culture(Routledge, 2013). Matt has also published in such journals as Critical Studies in Media Communication, Journal of Broadcasting & Electronic Media, and Journal of Communication. Inger L. Stole Inger L. Stole is Professor of Communication in the Department of Communication at the University of Illinois. Inger’s work explores the history of advertising, commercial propaganda, and consumer culture. Her first book, Advertising on Trial: Consumer Activism and Corporate Public Relations in the 1930s, was published by the University of Illinois Press in 2006, and followed by Advertising at War: Business, Consumers, and Government in the 1940sin 2012. In 2011, Professor Stole co-edited A Moment of Danger: Critical Studies in the History of U.S. Communication since World War IIwith Janice Peck. Her most recent work explores European/Scandinavian advertising during the Cold War. Edward Timke Edward Timke is Lecturer in Media Studies at the University of California, Berkeley. He is also Associate Editor of Advertising & Society Quarterlyand contributor to ADTextOnline.org. His work centers on understanding the role of media in international relations...

The Risk Driven Business Model: Four Questions That Will Define Your Company

The Risk Driven Business Model: Four Questions That Will Define Your Company Karan Girotra and Serguei Netessine Harvard Business Review Press, 2014 $20.95 (hard cover), 256 pagesIt is a known fact that organizational success is not necessarily final or long-lasting. Similarly, failure in business does not always have permanency as things can change at any time. Ultimately, it is courage to continue, move on, and reinvent one's business model that counts because both personal and organizational success can be seen as progressive realization of worthwhile goals. Each morning, entrepreneurs and professionals have a choice to get up, take action, and move ahead toward worthwhile destinations by making incremental or radical changes in their business models to serve their customers better than their competitors. The Risk Driven Business Model: Four Questions That Will Define Your Company , by Karan Girotra and Serguei Netessine, helps companies outsmart risks that they face in their ongoing operations by making incremental innovations for success in short-term and long-term horizons.Risk is typically defined as potential for losing valuable assets or opportunities for increasing future investment returns. Sadly, many firms increase their of failure by becoming complacent due to their past successes. ?It's impossible to overstate how easily businesses can become hostages of their own success, looking to past for keys to their future? (Girotra and Netessine, 2014, p. 26) and we know past success does not guarantee continuity in future as variables change and competitors catch up. In today's world of international business, we need to learn to selectively forget past successes and develop a discipline for experimentation and adjusting. Therefore, successful businesses must develop ways of continually questioning what they do, when they do it, who does it, and why they do it. Risks should be proactively tracked and planned for strategically; otherwise, damaging risks can announce their presence sooner or later in a reactive, urgent, or crisis manner. According to Girotra and Netessine, ?The damage they cause is at times apparent in well-recognized pain points-phenomenon that drive down demand, margins, sales, and asset utilization, or just lead to waste?, and, at other times, ?the impacts of risks on our business models are apparent only as wild variations in performance, which is often misconstrued as good or bad fortune? (2014, p. 41). As such, through an auditing process, managers should start with a systematic process of searching for evidence of how value is reduced and lost from risk-driven inefficiencies.Girotra and Netessine focus specifically on helping companies design their business models to manage risks associated with information and incentive-alignment risk. Information is similar to concept of satisfying where you make management decisions without having all needed information; and incentive-alignment is when those who are making strategic decisions have incentives that are at odds with strategic long-term or broader goals of company. It is mentioned that the costlier it is to reverse consequences of a decision, more intensely its timing will affect level of risk...the time between when you make a decision and when you have sufficient information to make decision defines its information risk (Girotra and Netessine, 2014, p. 17). When entrepreneurs can modify their business models for when decisions are made, then they can reduce information along with any inefficiencies created by it. Managers and leaders who can effectively manage information and incentive-alignment will be in a better position to create wealth for their stockholders, to revolutionize operations in their industries, and to build a pathway toward a better world in society. For example, when companies can regularly and quickly align what they want to sell with what customers want to buy then they can enjoy a sustainable competitive advantage over their competitors. …

The Information and Knowledge Professional's Career Handbook: Define and Create Your Success

The Information and Knowledge Professional's Career Handbook: Define and Create Your Success

The Successful Leadership Development Program: How to Build It and How to Keep It Going

List of Figures and Exhibits. Contents of the CD-ROM. Introduction. Chapter 1: Guiding Principles. The Program Principles. Summary. Chapter 2: Building Your Foundation: Philosophy, Conceptual Framework, and Operational Strategy. A Philosophy of Leadership Development. A Conceptual Framework for Leadership Development. Operational Strategy for Leadership Development. Summary. Chapter 3: Developing Your Leadership Competencies. Where Are You Now? What Are Competencies and How Will You Know Them When You See Them? Types of Competencies. Designing Your Learning Levels. Using Action Verbs. Determining Appropriate Competencies. Putting Together Your Competencies. Checking Your Accuracy. Summary. Chapter 4: Designing a Diagnostic Inventory for Leadership Competencies. What Is a Diagnostic Inventory and How Do You Use It? Key Factors to Consider in Developing Your Diagnostic Inventory. Scoring Your Diagnostic Inventory. Making the Diagnostic Inventory Work. Summary. Chapter 5: Developing and Using Your Return on Investment Model. Rationale for Your Return on Investment Model. The Overall Research Design for Your Return on Investment Model. Presenting Your Projected ROI Data. Summary. Chapter 6: Obtaining Administrative and Financial Support. Summary. Chapter 7: Developing Individual Learning Plans. What Are Learning Levels?. How Many Learning Levels Should You Have? How Should You Define Your Learning Levels? How Will You Measure Each Learning Level? How Can You Use Learning Plans? How Will You Implement the Learning Plans? How Can You Monitor the Success of the Program? Summary. Chapter 8: Defining the Roles of the Senior Team and the Participants. Completing the Diagnostic Inventory. Developing and Implementing the Learning Plan. Time Commitment. Explaining Expectations. Summary. Chapter 9: Getting Clearance to Move Forward. What Should Be Your Strategy Going Forward? How Will You Gain Their Support? How Will You Get the Ongoing Support That You Need? Summary. Chapter 10: Developing Learning Modules. Learning Objectives. Human Resources. Learning Environment. Learning Support Resources. Time Allotment. Learning Activities. Session Pre-Readings. Competency Application Tasks. Resources. Designing a Feedback Approval Mechanism for Each Module. Summary. Chapter 11: Developing an Implementation Strategy. Who Will Deliver the Program? Where Will the Program Be Delivered? When Will the Program Be Delivered? What Human, Material, and Financial Resources Will You Need?. Introducing the Program to Participants. Developing the Evaluation Strategy. Revisiting and Affirming Your Learning Objectives. Affirming and Measuring Your Success Factors. Making Revisions and Refinements to the Program. Summary. Chapter 12: What's Next? Time. Budget. Materials. Human Resources. Facilities. Organizational Support. Sustainability. Summary. Bibliography. Index. About the Authors. How to Use the CD-ROM.

Is variability an operant?: introductory remarks.

Is variability an operant?: introductory remarks.

How to Think Like a Manager

As I stumbled through my first year as a manager, I was very fortunate to have a strong management support system. I was trained on all the required managerial tasks, given all the correct articles and books to read, and provided many opportunities to improve my leadership skill set. Unfortunately, some lessons can only be learned through personal experience. Management and leadership skill sets are woven together tightly. The way you handle one skill set, affects the other. I’ve heard many times that it’s important to manage processes and lead people. Here are some other tips that might help you, especially if you’re a novice in that first, often challenging, year of managing employees. Define your and your department’s scope of responsibility. Biomed techs, for example, love to fix things and make their customers happy. But, as a manager, you have time and budget constraints. Everyone wants a piece of your time and money. Remember that your priorities have changed; now you manage not only your time, but also your team’s time. You have to determine best practices and the best way to spend those budget dollars. Once you have defined the scope of responsibility, keep a firm grip on it and change it only if there is a strong reason. Use a calendar. Managers are very busy. Using some type of calendar to help track your meetings, tasks, addresses, phone calls, etc., is essential to keeping up with management demands and staying on track. If you use an electronic calendar, such as Outlook, learn all the features. Many offer address books, phone numbers, tasks tabs, notes, and reminders. Let your calendar work for you. Be prepared to make unpopular decisions. It’s never easy playing the bad guy, but at some point you will have to make an unpopular decision. There will be a time when you have to deny someone time off or require someone to work a weekend. And there will be a time when you have to tell a customer you can’t do something. Have all the facts, explain your decision, and, if possible, provide the customer with options. It will still be an unpopular decision, but at least there will be a better understanding of what went into it. Remember, stay within your scope of responsibilities. Be prepared to have crucial conversations. Most staff do good work, but every once in awhile someone makes a mistake that must be dealt with in a frank conversation. Have all the facts available and have a checklist or notes spelling out the points you want to cover and what you want to say. Be honest. No one benefits from fluff when dealing with issues that can potentially lead to termination. Each party in the conversation needs to know exactly where he or she stands. Make sure you have consulted with all appropriate parties, such as human resources (HR). Take time for yourself. It is very important to take 10–15 minutes a day and get away from your desk. Managers are inundated with information and requests. For your own mental well-being, step away for a short period of time. Read an article, walk around the facility, anything to clear your mind before returning to your desk. Assess training needs for you and your team. You are only as good as the weakest member of your team. Build your team’s skill sets and everyone benefits. DevelCarol Wyatt, MPA, CBET, is a manager of Biomedical Technology Services at Baylor Health Care System in Dallas. E-mail: carol.wyatt@BaylorHealth.edu