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Annu Rev Biophys ; 50: 267-301, 2021 05 06.
Article in English | MEDLINE | ID: covidwho-1348196


We reassess progress in the field of biomolecular modeling and simulation, following up on our perspective published in 2011. By reviewing metrics for the field's productivity and providing examples of success, we underscore the productive phase of the field, whose short-term expectations were overestimated and long-term effects underestimated. Such successes include prediction of structures and mechanisms; generation of new insights into biomolecular activity; and thriving collaborations between modeling and experimentation, including experiments driven by modeling. We also discuss the impact of field exercises and web games on the field's progress. Overall, we note tremendous success by the biomolecular modeling community in utilization of computer power; improvement in force fields; and development and application of new algorithms, notably machine learning and artificial intelligence. The combined advances are enhancing the accuracy andscope of modeling and simulation, establishing an exemplary discipline where experiment and theory or simulations are full partners.

Computer Simulation , Algorithms
Industrial and Organizational Psychology ; 14(1-2):126-129, 2021.
Article in English | ProQuest Central | ID: covidwho-1240722


[...]many health care providers are facing an environment where learning is essential, but intimidating, and where both formal and informal avenues for gathering information and sharing expertise are impeded. [...]in our own work with health care providers responding to the COVID-19 pandemic, we have seen hospitals creating new roles to facilitate the dissemination, updating, and enforcement of best practices across different units or locations (e.g., the implementation of a “safety officer” to share best practices and monitor usage of personal protective equipment by different care providers). The learning characteristics we see in health care organizations responding to the COVID-19 pandemic—the need to manage fleeting, ever-changing knowledge that resists formalization and documentation but is also difficult to observe or share informally due to outside constraints—are likely representative of the kind of challenges all organizations will increasingly face in the future, and we invite organizational scholars to explore them further in order to build a more robust and nuanced understanding of learning in modern organizations. * Corresponding author.

Journal of Patient Safety and Risk Management ; : 2516043521990255, 2021.
Article in English | Sage | ID: covidwho-1052396


Amid longstanding recognition that healthcare challenges are often managerial, not just clinical, many have called for greater attention to developing physicians? business management abilities. However, the Covid-19 pandemic has amplified the urgency of building physicians? business knowledge and skills?from understanding health economics and finances to managing dynamics of collaborative leadership and change?in order to respond to pandemic-induced business challenges that threaten healthcare organizations. Unfortunately, existing efforts to develop these critical skills among physicians remain limited, focusing primarily on early-career physicians-in-training or later-career physicians in formal leadership positions. These efforts leave a wide swath of frontline physician leaders ?in the middle? without systematic resources for developing their business management abilities. We advocate for several key changes to professional practices and policies to help bring business of health knowledge and skills to the foreground for all physicians, both in the pandemic and beyond.