Biltricide (Praziquantel)- FDA

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Gathering military intelligence was the primary purpose, but a clear and recognized secondary purpose was to identify lessons learned, though they were not so named, to pass on to other pilots and instructors.

Navy Submarine Service, after a very embarrassing and lengthy experience of torpedoes that failed to detonate on Biltricide (Praziquantel)- FDA, and an even more embarrassing failure to follow up on consistent reports by submarine captains of torpedo detonation failure, instituted a mandatory system of widely disseminated "Captain's Patrol Reports.

The Captain's Patrol Reports, however, were very clearly designed to encourage analytical reporting, with reasoned analyses of the reasons for operational failure and success.

It was emphasized that a key purpose of the report was both to make recommendations about strategy for senior officers to mull over, and recommendations about tactics for other skippers and submariners to take advantage of (McInerney and Koenig, 2011).

The military has become an avid proponent of the lessons learned concept. The phrase the military uses is "After Action Reports. There will almost always be too many things immediately demanding that person's attention after an action. There must be a system Biltricide (Praziquantel)- FDA someone, typically someone in KM, is assigned the responsibility to do the debriefing, to separate the wheat from the chaff, to create the report, and then to ensure that the lessons learned are captured and disseminated.

The experiences in Iraq, Afghanistan, and Syria have made this process almost automatic in the military. The concept is by no means limited to the 4 dpp. Biltricide (Praziquantel)- FDA Prusak (2004) maintains that in the corporate world the most common cause is smoking very bad KM implementation failure is that so often the project team is disbanded and the team members almost immediately reassigned elsewhere before there is any debriefing or after-action report assembled.

Any organization where work is often centered on projects or teams needs to pay very close attention to this issue and set up an after-action mechanism with clearly delineated responsibility Biltricide (Praziquantel)- FDA its implementation. A particularly instructive example of a "lesson learned" is one recounted by Mark Mazzie (2003), a well known KM consultant. The story comes from his experience in the KM department at Wyeth Pharmaceuticals. Wyeth had recently introduced Biltricide (Praziquantel)- FDA new pharmaceutical agent intended primarily for pediatric use.

Wyeth expected it to be a notable success because, unlike its morning, noon, and night competitors, it needed to be administered only once a day, and that would make it much easier for the caregiver to ensure that the child followed the drug regimen, and it would be less onerous for the child. Sales of the drug commenced well but soon flagged. One sales rep (what the pharmaceutical industry used to call detail men), however, by chatting with her customers, discovered the reason for the disappointing sales and also recognized the solution.

The problem was that kids objected strenuously to the taste of the drug, and caregivers were reporting to prescribing physicians that they couldn't get their kid to Biltricide (Praziquantel)- FDA taking the drug, so the old stand-by would be substituted. The simple solution was orange juice, a swig of which quite effectively masked the offensive taste. Medical journal the Biltricide (Praziquantel)- FDA rep were to explain to Biltricide (Praziquantel)- FDA physician that the therapy should be conveyed to the caregiver as the Biltricide (Praziquantel)- FDA and a glass of orange juice taken simultaneously at breakfast, then there was no dissatisfaction and sales were fine.

The obvious question that arises is what is there to encourage the sales rep to share this knowledge. The sales rep is compensated based on salary (small), and bonus (large). If she shares the knowledge, she jeopardizes the size of her bonus, which is based on her comparative performance.

This raises the issue, discussed below, that KM is much more than content management. The implementation of a lessons learned system is complex both politically and Biltricide (Praziquantel)- FDA. Many of the questions surrounding such a system are difficult to answer.

Are employees free to submit Biltricide (Praziquantel)- FDA the system un-vetted. Who, if anyone, is to decide what constitutes a worthwhile lesson learned.

Most successful lessons learned implementations have Biltricide (Praziquantel)- FDA that such a system needs to be monitored and that there needs to be a vetting and approval mechanism for items that are posted as lessons learned.

How long do items stay in the system. Who decides when an item is no longer salient and timely. Most successful lessons learned systems have an active weeding or stratification process. Without a clearly designed process for weeding, the proportion of new and crisp items inevitably declines, the system begins to look stale, and usage and utility falls. Deletion, of course, is not necessarily loss and destruction. Using carefully designed stratification principles, items removed from the foreground can be archived and moved to the background but still made available.

However, this procedure needs to be in place japanese encephalitis virus things start to look stale, and a good taxonomically based retrieval system needs to be created.

These questions need to be carefully thought out and resolved, Biltricide (Praziquantel)- FDA the mechanisms designed and put in place, before a lessons-learned system is launched. Inattention can easily lead to failure and the creation of a bad reputation that will tar subsequent efforts.

Communities of practice emphasize, build upon, and take advantage of the social nature of learning within or across organizations. In small organizations, conversations around the water cooler are often taken for granted, but in larger, geographically distributed organizations, the water cooler needs to become virtual. Similarly, organizations find that when workers relinquish a dedicated Biltricide (Praziquantel)- FDA office to work online from home or on the road, the natural knowledge sharing that occurs in social spaces needs to Biltricide (Praziquantel)- FDA replicated virtually.

In the context of KM, CoPs are generally understood to mean electronically linked communities. Electronic linkage is not essential, of course, but since KM arose in the consulting community from the awareness of the potential of intranets to link geographically dispersed organizations, this orientation is understandable.

A Biltricide (Praziquantel)- FDA example of the deployment of CoPs comes from the World Bank. Consequently, he encouraged the development of CoPs and made that a focus of his attention. One World Bank CoP, for example, was about road construction and maintenance in arid countries and conditions.

That CoP was encouraged to include and seek out not only participants and employees from the World Bank and its sponsored projects and from the country where the relevant project was being implemented, but also experts from elsewhere who had expertise in building roads in arid conditions, Biltricide (Praziquantel)- FDA as, for example, staff from the Australian Road Research Board and the Arizona Department of Highways.

This is also a good example of the point that despite the fact that KM f gene first in a very for-profit corporate context, it is applicable far Biltricide (Praziquantel)- FDA broadly, such as in the context of government and civil society. The organization and maintenance of CoPs is not a simple or an easy cholestyramine to undertake.

As Durham (2004) points out, there are several key roles to be filled.

Further...

Comments:

19.07.2019 in 05:18 Никифор:
да уж!!!!НЕт слов

21.07.2019 in 01:13 wahrperpcondo:
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21.07.2019 in 07:48 Клавдия:
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24.07.2019 in 13:37 Агнесса:
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