Monday, January 8, 2007

A Tamping Iron, Phineas Gage and Genetically Modified Food

A careful reading of this story* about Phineas Gage may explain why some are nervous about accepting genetically modified food. What seems to be just fine on first investigation . . . may just not be. [a Longwoods comment.]

Until fairly recently, scientists thought it was not much good at all, because people whose frontal lobes were damaged seemed to do pretty well without them. Phineas Gage was a foreman for the Ruthland Railroad who, on a lovely autumn day in 1848, ignited a small explosion in the vicinity of his feet, launching a three-and-a-half-foot-long iron rod into the air, which Phineas cleverly caught with his face. The rod entered just beneath his left cheek and exited through the top of his skull, boring a tunnel through his cranium and taking a good chunk of frontal lobe with it. Phineas was knocked to the ground, where he lay for a few minutes. Then, to everyone’s astonishment, he stood up and asked if a coworker might escort him to the doctor, insisting all the while that he didn’t need a ride and could walk by himself, thank you. The doctor cleaned some dirt from his wound, a coworker cleaned some brain from the rod, and in a relatively short while, Phineas and his rod were back about the same business.10 His personality took a decided turn for the worse – and that fact is the source of his fame to this day – but the more striking thing about Phineas was just how normal he otherwise was. Had the rod made hamburger of another brain part – the visual cortex, Broca’s area, the brain stem – then Phineas might have died, gone blind, lost the ability to speak, or spent the rest of his life doing a convincing impression of a cabbage. Instead, for the next twelve years, he lives, saw, spoke, worked, and traveled so uncabbagely that neurologists could only conclude that the frontal lobe did little for a fellow that he couldn’t get along nicely without.11 As on neurologist wrote in 1884, “Ever since the occurrence of the famous American crowbar case it has been known that the destruction of these lobes does not necessarily give rise to any symptoms.”12

But the neurologist was wrong. In the nineteenth century, knowledge of brain function was based largely on the observation of people who, like Phineas Gage, were the unfortunate subjects of one of nature’s occasional and inexact neurological experiments. In the twentieth century, surgeons picked up where nature left off and began to do more precise experiments whose results painted a very different picture of frontal lobe function. In the 1930’s, a Portuguese physician named António Egas Moniz was looking for a way to quiet his highly agitated psychotic patients when he heard about a new surgical procedure called frontal lobotomy, which involved the chemical or mechanical destruction of part of the frontal lobe. This procedure had been performed on monkeys, who were normally quite angry when their food was withheld, but who reacted to such indignities with unruffled patience after experiencing the operation. Egas Moniz tried the procedure on his human patients and found that it has a similar calming effect. (It also had the calming effect of winning Egas Moniz the Nobel Prize for Medicine in 1949.)

Over the next few decades, surgical techniques were improved (the procedure could be performed under local anesthesia with an ice pick) and unwanted side effects (such as lowered intelligence and bed wetting) were diminished. The destruction of some part of the frontal lobe became a standard treatment for cases of anxiety and depression that resisted other forms of therapy.13 Contrary to the conventional medical wisdom and the previous century, the frontal lobe did make a difference. The difference was that some folks seemed better off without it.
But while some surgeons were touting the benefits of frontal lobe damage, others were noticing the costs. Although patients with frontal lobe damage often performed well on standard intelligence tests, memory tests, and the like, they showed severe impairments on any test – even the very simplest test –that involved planning. For instance, when given a maze or a puzzle whose solution required that they consider an entire series of moves before making their first move, these otherwise intelligent people were stumped.14 Their planning deficits were not limited to the laboratory. These patients might function reasonably well in ordinary situations, drinking tea with out spilling and making small talk about drapes, but they found it practically impossible to say what they would do later that afternoon. In summarizing scientific knowledge on this topic, a prominent scientist concluded: “No prefrontal symptom has been reported more consistently than the inability to plan….They symptom appears unique to dysfunction of the prefrontal cortex…[and] is not associated with clinical damage to any other neural structure.”15
Now, this pair of observations – that damage to certain parts of the frontal lobe can make people feel calm but that it can also leave them unable to plan – seem to converge on a single conclusion. What is the conceptual tie that binds anxiety and planning? Both, of course, are intimately connected to thinking about the future. We feel anxiety when we anticipate that something bad will happen, and we plan by imagining how our actions will unfold over time. Planning requires that we peer into our futures, and anxiety is one of reactions that we may have when we do.16 The fact that damage to the frontal lobe impairs planning and anxiety so uniquely and precisely suggests that the frontal lobe is the critical piece of cerebral machinery that allows normal, modern human adults to project themselves into the future. Without it we are trapped in the moment, unable to imagine tomorrow and hence unworried about what it may bring. As scientists now recognize, the frontal lobe “empowers healthy human adults with the capacity to consider the self’s extended existence throughout time.”17 As such, people whose frontal lobe is damaged are described by those who study them as being “bound to present stimuli,”18 or “locked into immediate space and tme,”19 or as displaying a “tendency toward temporal concreteness.”20 In other words, like candy guys and tree climbers, they live in a world without later.

*Excerpt from the book “Stumbling on Happiness” by Daniel Gilbert
Published by Random House of Canada (www.randomhouse.ca) 2006


Thursday, January 4, 2007

Dr. Penny Ballem, Leadership & the CBC

Leadership comes in many forms. Dr. Penny Ballem is one. BC providers and policy makers can be proud of presentations she makes in other parts of the country. To find her December 06 presentation click here. After hearing and seeing this, radio pundits (including the CBC) interviewed her and bloggers took note of her comments. Listen here.

Wednesday, January 3, 2007

Leaders in research are not the same!

What constitutes leadership in research units? Leading a group of researchers is a very different proposition than leading in healthcare organizations, and the product is different. How do research leaders attract researchers to work in their units particularly under circumstances when the unit does not pay the salaries of the unit members? What is the relationship between leader and unit members? How does the agenda for research get developed and what is the role of the leader in setting the agenda? Are there some leadership styles that are more effective in research units than others and how do effective leaders figure this out?

Interdisciplinarity has become the watchword for research funding in Canada; however, it may not be as dominant in other countries. What is the interdisciplin-ary constitution of research units, how was that reached, and what are the advantages and disadvantages? Is there a difference in attracting nurse researchers and non-nurse researchers to nurse-led research units? See the whole article here.

Dorothy Pringle, PhD

Editor in Chief

Canadian Journal of Nursing Leadership

Thursday, December 21, 2006

Federation of Medical Women of Canada condemns Libyan Action

Ottawa - December 21, 2006 The Federation of Medical Women of Canada joins other Canadian National Medical Organizations in expressing their outrage against a Libyan court decision to sentence a Palestinian doctor and five Bulgarian nurses to death.

Members of the Federation were distressed to learn that the court did not investigate conditions at the Benghazi hospital where the physician and nurses worked. As well, the scientific evidence that the children had contracted HIV prior to these health professionals working there was disregarded.

“Our members working on behalf of Medical Women’s International Association have traveled to Africa to assist in projects related to HIV. These health care workers are our colleagues and we will not stand for scientific ignorance with respect to HIV-AIDS,” says President, Dr. Gail Beck, “We urge all Canadians, and especially health care professionals to ask Foreign Minister Peter MacKay to vigorously take up this issue with the Libyan Ambassador to Canada.” Mr. MacKay can be reached here:peter.mackay@international.gc.ca

For Further Information:
Dr. Gail Beck, President

613-722-6521
ext. 6288

Andrée Poirier, Executive Coordinator
613-569-5881

From: Federation of Medical Women of Canada
Fédération des femmes médecins du Canada

780 prom Echo drive, Ottawa, Ontario, K1S 5R7
Tel: (613) 569-5881 or/ou 877-771-3777;
Fax/Téléc: (613) 569-4432 or/ou 877-772-5777

E:
fmwcmain@fmwc.ca
W:
www.fmwc.ca

Wednesday, December 20, 2006

Interdisciplinarity and leadership. Whewww

What constitutes leadership in research units? Leading a group of researchers is a very different proposition than leading in healthcare organizations, and the product is different. How do research leaders attract researchers to work in their units particularly under circumstances when the unit does not pay the salaries of the unit members? What is the relationship between leader and unit members? How does the agenda for research get developed and what is the role of the leader in setting the agenda? Are there some leadership styles that are more effective in research units than others and how do effective leaders figure this out?

Interdisciplinarity has become the watchword for research funding in Canada; however, it may not be as dominant in other countries. What is the interdisciplinary constitution of research units, how was that reached, and what are the advantages and disadvantages? Is there a difference in attracting nurse researchers and non-nurse researchers to nurse-led research units?

Read the whole article here.

Dorothy Pringle PhD
Editor in Chief
Canadian Journal of Nursing Leadership

House of Healing, House of Disrespect: A Kantian Perspective on Disrespectful Behaviour among Hospital Workers

Respect toward patients is one of the most fundamental and central tenets guiding both modern bioethical practice and the everyday behaviour of all healthcare professionals. However, similar courtesy and respect is often breached in day-to-day interactions between hospital workers. Many examples are relatively minor, while egregious examples such as gender discrimination and physical abuse do occur. The more egregious transgressions may be handled by formal processes, even legal proceedings. However, the innumerable smaller examples of disrespectful behaviour are ubiquitous and insidious in their erosion of a productive collaborative approach to patient care and other aspects of functioning within the institution.

Tuesday, December 19, 2006

Nursing Practice Models: Time for Change

The organization of nursing care in acute care hospitals is increasingly challenging. The traditional models of primary, team and functional nursing, or even total patient care and combinations thereof, are insufficient in today's complex healthcare environments. Patient units in acute care are now characterized by extremely ill patients who require high levels of technical and assessment skills on the part of nurses; significant numbers of novice nurses who do not have these skills but must be integrated into these units; student nurses who require mentoring from experienced nurses; lack of continuity in patient assignments; short lengths of stay on any given unit, hindering nurses' ability to develop relationships and to negotiate patient participation in care decisions; 12-hour shifts that test nurses' energy and enthusiasm; lack of technology to support nurse-to-nurse and interprofessional communication within and across shifts; and increased pressure for evidence-based and outcomes-oriented practice so that individuals and cohorts of patients achieve the highest possible outcomes of care. And these are just a few of the pressures confronting the average unit.

Dorothy Pringle, PhD
Editor-in-Chief, Canadian Journal of Nursing Leadership

[full article is available by clicking on the title above]

Wednesday, December 13, 2006

The sad state of home care nursing

Where are the research reports that involve home care?

Home care is the sector touted, in every report on the future of healthcare in Canada, as fundamental to the future of the system, a sector that must grow in order to manage the increased complexity that the system will generate.

Given the present and envisioned future of home care, the sector should be a beehive of research activity, and we should have a research report or a report of an innovation in virtually every issue of this journal. The development of leaders is critical for this sector to respond to the enormous opportunities and challenges facing it.

Because home care is not covered by the Canada Health Act, different provinces use a variety of funding and delivery models. The Canadian Home Care Human Resources Study (2003) reports that between 8,600 and 9,700 registered nurses (depending on who is counting) are employed in home care; 29% of them work for private, for-profit agencies. Many receive no fringe benefits such as vacation, sick leave or pensions, and their salaries are lower than those of nurses working in other sectors (Canadian Home Care Human Resources Study 2003).

Home care nursing has a long and proud history in Canada. It needs great leadership to stimulate the development of innovations and research to put information into the hands of decision-makers.

Read the complete editorial here:

Dorothy Pringle, PhD
Editor-in-Chief, Canadian Journal of Nursing Leadership

Tips to navigate healthcare

"Tell the doctor why you are taking notes! You will discover that note-taking is a major theme of this book, yet we had never considered the doctor's interpretation of the patient taking notes. Since we have interviewed several physicians, we now know it is good practice to explain to the doctor up front why you are doing this. The doctor may think that you are creating a record in case he or she messes up. Explain clearly that you may need to go somewhere else and it may be helpful to have a record of what this visit yields."

This "tip" comes from "Navigating Canada's Health Care" a new book by Michael Decter and Francesca Grosso. They have including some good tax advice. So read this before you design your tax return.

And why ask the doctor? Take advice from Erma Bombeck: "Seize the moment. Remember all those women on the 'Titanic' who waved off the dessert cart."

Give us some humorous advice. Share the moment

Monday, December 11, 2006

. . . the effect on patients of knowing nurses only by their first names

I have a number of questions about the effect on patients of knowing nurses only by their first names. First, does it matter, and if it does, how is mattering manifest? Are patients as comfortable providing personal details or seeking information from Sue as they are from Sue Smith? Are they more comfortable? Do patients hold different expectations of nurses when they know only their first name, as opposed to knowing their full name? Is it appropriate in some patient care environments but not others? Second, what is behind this trend to using first names only in nursing? Is it a safety issue? Has it anything to do with nurses' status within the healthcare team? Was it planned, or did it just happen? Finally, are we compromising any aspect of our professionalism by using our first names only? Do we know the answers to these questions? Should we?


Dorothy Pringle, PhD and editor in chief of the Canadian Journal of Nursing Leadership.