Adherence to institutional stroke alert criteria in an academic adult emergency department population.

Background: Timely recognition of acute ischemic stroke (AIS) is essential to identify patients who may be eligible for acute intervention. Protocols to streamline systems-based care, such as "stroke alerts" in the emergency department (ED) can safely reduce time-to-care while enhancing safety. However, clinician adherence to stroke alert criteria is poorly described.

Culture-brain interactions.

One of the philosophical problems in neuroscience is seeing the trees before the forest. Indeed, it is essential to know how local events fit into the whole picture, but we must also look beyond correlations between stimuli and neural responses in one sensory nucleus. A lifelong dialogue between the environment and human brain begins at birth.

The lost art of the covenant: trust as a commodity in health care.

Physicians argue that the advent of managed care has turned medicine into a business and that they spend more time learning the art of doing business than practicing medicine, while losing their professional spirit, patient loyalty, autonomy, and income. Medicine was a business before it was a science. Holding on to Hippocratic ideals in a world of on-demand consumers has made the covenantal physician-patient relationship ineffective and devoid of mutual trust.

Looking good, but behaving badly: leader accountability and ethics failure.

Making the bottom line is a fact of life in the business and corporate world. However, when organizations and their leaders become fixated on the bottom line and ignore values, an environment conducive to ethics failure is nurtured. Ethics failure has focused almost exclusively on the behavior of organizational leaders.

Leaders who create change and those who manage it. How leaders limit success.

There is no formula for either leading or managing change. Every organization and leader is unique. Leading change, however, is more art than science.

The ethic of "the organizational good": is doing the right thing enough?

An organization whose members are acculturated to behave morally according to specified principles practices "the organizational good." "The organizational good" is the soul of an organization; it should not change. If the Board of Directors, Chief Executive Officer, managers, and members reinforce ethical principles by modeling them, an organization can thrive; if not, the organization may become ethically bankrupt.

The mind as a process.

Essentially all behavior is regulated by the brain in response to information received from within the body or from the environment. The tangible structures of the brain serve as devices for processing thoughts and emotions as well as information. Stored among the interacting neural structures are memories of past experiences and responses to them.

Iodine in California Farm Milk: 1985-1986 .

Iodine has been measured in 1572 California farm milk samples, representing 2,725,000 gallons of milk, or about 54% of daily production. The mean iodine concentration in the analyzed samples was 173.3 μg/kg milk, with a standard deviation of 115.

Iodine in Cow's Milk Produced in the USA in 1980-1981 .

In 378 samples of milk collected from farms and silos outside California, iodine varied from 30 to 3484 μg/kg and averaged 499 μg/kg. In a previously reported study, iodine in 1021 samples of milk collected from farms in California varied from 22 to 4048 μg/kg and averaged 328 μg/kg. Of samples collected outside California, 68.