Patient safety is our business! Staff perspectives on implementing hospital falls prevention education.

Providing patients with falls prevention education reduces falls in hospitals, yet there is limited research on what influences successful implementation at the staff, ward and hospital levels. We engaged hospital-based health professionals to identify multi-level barriers and enablers to patient falls education that could influence the implementation of a Safe Recovery program. Purposive sampling was used to recruit hospital staff (n = 40) for focus groups and one-on-one interviews.

4D-DIA Proteomics Uncovers New Insights into Host Salivary Response Following SARS-CoV-2 Omicron Infection.

Since late 2021, Omicron variants have dominated the epidemiological scenario as the most successful severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) sublineages, driving new and breakthrough infections globally over the past two years. In this study, we investigated for the first time the host salivary response of COVID-19 patients infected with Omicron variants (BA.1, BA.

Promoting Healthy Aging for Older People Living with Chronic Disease by Implementing Community Health Programs: A Randomized Controlled Feasibility Study.

The rising prevalence of chronic diseases could be mitigated by expanding community programs. This study aimed to evaluate the feasibility of delivering a community wellness program for older adults living with chronic disease. A two-group randomized controlled study, with blinded assessments, enrolling adults (≥50 years) with chronic disease, was conducted at a Western Australian community hub.

Strangers in a strange land: how diversity professionals navigate their marginal leadership identity.

The purpose of the present study was to understand how executives responsible for Diversity and Inclusion construct their identities while occupying positions of "Marginal Leadership," and how they deal with threats to such identities. We conducted qualitative and inductive research with Brazilian executives in 66 organizations, focusing on their experiences as leaders. In our resulting model, we theorized that leaders in positions of Marginal Leadership demonstrate little role clarity, resources, and confidence for the exercise of their activities, suffering threats to their identities, which are not observed in executives occupying positions in more traditional functions such as Finance, Production, and Marketing.