ABSTRACT
The aim of this initial research is to show that data and information collected from Internet Social Networks support the understanding of individual and collective behaviors which can help emergencies and disasters managers to mitigate and to improve preparedness programs for future similar events and to make more suitable decisions.
Subject(s)
Disaster Medicine , Disaster Planning , Disasters , Social Networking , Data Mining , Emergencies , HumansABSTRACT
"Disaster" means some surprising and misfortunate event. Its definition is broad and relates to complex environments. Medical Informatics approaches, methodologies and systems are used as a part of Disaster and Emergency Management systems. At the Holon Institute of Technology - HIT, Israel, in 2016 a National R&D Center: AFRAN was established to study the disaster's reduction aspects. The Center's designation is to investigate and produce new approaches, methodologies and to offer recommendations in the fields of disaster mitigation, preparedness, response and recovery and to disseminate disaster's knowledge. Adjoint to the Center a "Smart, Intelligent, and Adaptive Systems" laboratory (SIAS) was established with the goal to study the applications of Information and Communication Technologies (ICT) and Artificial Intelligence (AI) to Risk and Disaster Management (RDM). In this paper, we are redefining the concept of Disaster, pointing-out how ICT, AI, in the Big Data era, are central players in the RDM game. In addition we show the merit of the Center and lab combination to the benefit of the performed research projects.
Subject(s)
Disaster Planning , Risk Management , Communication , Disasters , Humans , IsraelABSTRACT
OBJECTIVE: To compare the effectiveness of two methods in encouraging the consideration of a leap from one patient management routine to another: (i) real-time review of the facts by an external medical team (ii) implementation of the 're-thinking-protocol' ('de-Freezing') by both treating and external medical teams. DESIGN: Students accompanied doctors, nurses and patients as non-interrupting observers. When an obvious gap between the expected and actual findings occurred, it was discussed four times: by two teams (treating team, external medical team) in two discussion modes (real-time review, de-Freezing-questionnaire). The students then recorded if a leap was considered for each discussion. SETTING: The study was conducted in the emergency department of the Baruch Padeh Medical Centre, Poriya, Israel. PARTICIPANTS: All patients were included during times when both medical teams (treating, external) were present. INTERVENTION(S): During 14 periods of 5-7 h each, 459 patients were sampled. In 183 patients, 200 gaps were discovered. RESULTS: The external team considered a leap 76 times, compared with 47 by the treating team (P < 0.001). Using the de-Freezing-protocol, the treating team considered a leap 133 times. Interestingly, even the external team benefited from the de-Freezing protocol and considered a leap 140 times (NS compared to the treating team). CONCLUSIONS: While the importance of timely leaping from one patient management routine to another is emphasized in the training of physicians, medical teams too often fail to do so. The de-Freezing-protocol inexpensively encourages the consideration of a leap beyond what is evoked by the involvement of an external team. The protocol is applicable to all medical processes and should be incorporated into medical practice and education.
Subject(s)
Emergency Service, Hospital/organization & administration , Medical Errors/prevention & control , Patient Care Planning , Quality Control , Diagnosis , Emergency Service, Hospital/statistics & numerical data , Humans , Israel , Medical Errors/statistics & numerical data , Patient Care Team/organization & administration , PhysiciansABSTRACT
Present medical practice encourages management according to written guidelines, protocols, and structured procedures (GPPs). Daily medical practice includes instances in which "leaping" from one patient management routine to another is a must. We define "frozen patient management", when patient management leaping was required but was not performed. Frozen patient management may cause significant damage to patient safety and health and the treatment quality. This paper discusses the advantages and disadvantages of GPP-guided medical practice and gives an explanation of the problem of frozen patient management in light of quality engineering, control engineering, and learning processes. Our analysis of frozen patient management is based on consideration of medical care as a process. By considering medical care processes as a closed-loop control process, it is possible to explain why, when an indication for deviation from the expected occurs, it does not necessarily attract the medical teams' attention, thereby preventing the realization that leaping to an alternative patient management is needed. We suggest that working according to GPPs intensifies the frozen patient management problem since working according to GPPs relates to "exploitation learning behavior", while leaping to new patient management relates to "exploration learning behavior". We indicate practice routines to be incorporated into GPP-guided medical care, to reduce frozen patient management.
