H N S New Life Pdf 31
These questions help you learn a little more about your client as a person, and can help them start thinking about creating more of these moments. They also help the client begin thinking about possible long-term life goals.
H N S New Life Pdf 31
The GROW Model is a four-step framework that life coaches can use to help structure coaching sequences as a whole or to guide individual conversations with clients. It is an acronym, each letter representing a key stage:
Unlike life coaching, instructional coaching is a content-based approach to development that is intended to develop teachers. Content-based means that instructional coaching may cover specific topics such as literacy or maths; its goal is to positively impact student outcomes through the professional development of educators (Cornett & Knight, 2009).
Career coaching questions are similar in some respects to life coaching questions and different in others. Whereas life coaching questions can be related to a range of domains: emotions, relationships, health, family, or similar, career coaching is focused on job-related ambitions, looking at aspects such as performance, skills, future direction, and professional aspirations, among others.
Backround: Visual analogue scales (VAS) are psychometric measuring instruments designed to document the characteristics of disease-related symptom severity in individual patients and use this to achieve a rapid (statistically measurable and reproducible) classification of symptom severity and disease control. VAS can also be used in routine patient history taking and to monitor the course of a chronic disease such as allergic rhinitis (AR). More specifically, the VAS has been used to assess effectiveness of AR therapy in real life, both in intermittent and persistent disease.
Results: VAS are well validated for the measurement of AR symptoms and correlate well with the ARIA (allergic rhinitis and its impact on asthma) severity classification and also correlated well with rTNSS and RQLQ. Moreover, several treatment studies on AR have used VAS as an evaluation parameter. Thanks to the use of new (real-life and real-time) communication technologies, such as smartphone apps, Discussion: VAS can be used relatively simply and highly effectively to assess disease control. The VAS lends itself very well to digitization and has now been incorporated into a smartphone app (called Allergy Diary) to assess AR control and direct treatment decisions as part of an AR clinical decision support system (CDSS). MASK Rhinitis has developed this app, which is currently available in 15 different languages.
GMI has sold hundreds of HNS II Re-Certified centrifuge systems. This classic is referenced in thousands of applications and ASTM methods. Currently supplied with a 4 x 100 ml conical tube rotor equivalent to the IEC 957 rotor for ASTM Methods D96, ASTM Method D1856, and ASTM Method D2273. Quality improvements on the old design such as rotor materials adopt American Aerospace material standards, which make for a long life and extra safety.
As with every ENT surgery during the pandemic, any patient undergoing any otologic surgery should be tested for COVID-19 preoperatively. In case of a positive result, surgery should be postponed until the patient has cleared the disease [28, 38]. In COVID-19-negative patients, it is imperative that not only the surgeon but all operating room staff takes protection measures as described above. According to the British Society of Otology, life-threatening urgent otological situations in which surgery cannot be delayed include acute mastoiditis, otogenic intracranial sepsis, and operable temporal bone malignancy. Moreover, a vestibular schwannoma with life-threatening brainstem compression should be regarded as urgent as well. Surgery for cholesteatoma and implantation of auditory devices, adult and pediatric, should not be regarded as urgent .
As in adult otolaryngology, all planned surgeries including operations on the adenoids and tonsils should be postponed unless there are extremely special indications. Indications for performing a pediatric ENT surgery during the COVID-19 pandemic include not only life-threatening emergencies, but also procedures that may reduce the need for visiting the physician or prevent complications (eg., ear tubes in young children with raging infections) [37, 45].
Harland and Wolff put their designers to work designing the Olympic-class vessels. It was overseen by Lord Pirrie, a director of both Harland and Wolff and the White Star Line; naval architect Thomas Andrews, the managing director of Harland and Wolff's design department; Edward Wilding, Andrews' deputy and responsible for calculating the ship's design, stability and trim; and Alexander Carlisle, the shipyard's chief draughtsman and general manager. Carlisle's responsibilities included the decorations, equipment and all general arrangements, including the implementation of an efficient lifeboat davit design.
Most of these shortcomings on Olympic would be addressed in her 1913 refit, which altered the configuration of Olympic's First-Class sections to be more like those of Titanic. Although the A-Deck Promenade remained open for the entirety of Olympic's career, the B-Deck promenade was vetoed and staterooms added like those on Titanic, as well as a Café Parisien and enlarged restaurant. The 1913 refit also included modifications for greater safety after the loss of the Titanic, including the addition of extra lifeboats and the addition of an inner watertight skin in the hull along about half the length of the ship. An extra watertight compartment was added bringing the total of watertight compartments to 17. Five watertight bulkheads were raised to B deck. Along with these improvements there were many others included in the 1913 refit.
Her maiden voyage commenced on 14 June 1911 from Southampton, calling at Cherbourg and Queenstown, reaching New York City on 21 June. The maiden voyage was captained by Edward Smith who would perish the following year in the Titanic disaster. Designer Thomas Andrews was present for the passage to New York and return, along with a number of engineers with Bruce Ismay and Harland and Wolff's "Guarantee Group" who were also aboard for them to spot any problems or areas for improvement. Andrews would also lose his life in the Titanic disaster.
Over the next few months, Olympic assisted with both the American and British inquiries into the disaster. Deputations from both inquiries inspected Olympic's lifeboats, watertight doors and bulkheads and other equipment which were identical to those on Titanic. Sea tests were performed for the British enquiry in May 1912, to establish how quickly the ship could turn two points at various speeds, to approximate how long it would have taken Titanic to turn after the iceberg was sighted.
Olympic, like Titanic, did not carry enough lifeboats for everyone on board, and so was hurriedly equipped with additional, second-hand collapsible lifeboats following her return to Britain. Towards the end of April 1912, as she was about to sail from Southampton to New York, 284 of the ship's firemen went on strike, for fear that the ship's new collapsible lifeboats were not seaworthy. 100 non-union crew were hastily hired from Southampton as replacements, with more being hired from Liverpool.
The 40 collapsible lifeboats were transferred from troopships and put on Olympic, and many were rotten and would not open. The crewmen, instead, sent a request to the Southampton manager of the White Star Line that the collapsible boats be replaced by wooden lifeboats; the manager replied that this was impossible and that the collapsible boats had been passed as seaworthy by a Board of Trade inspector. The men were not satisfied and ceased work in protest.
On 9 October 1912, White Star withdrew Olympic from service and returned her to her builders at Belfast to have modifications added to incorporate lessons learned from the Titanic disaster six months prior, and improve safety. The number of lifeboats carried by Olympic was increased from twenty to sixty-eight, and extra davits were installed along the boat deck to accommodate them. An inner watertight skin was also constructed in the boiler and engine rooms, which created a double hull. Five of the watertight bulkheads were extended up to B-Deck, extending to the entire height of the hull. This corrected a flaw in the original design, in which the bulkheads only rose up as far as E or D-Deck, a short distance above the waterline. This flaw had been exposed during Titanic's sinking, where water spilled over the top of the bulkheads as the ship sank and flooded subsequent compartments. In addition, an extra bulkhead was added to subdivide the electrical dynamo room, bringing the total number of watertight compartments to seventeen. Improvements were also made to the ship's pumping apparatus. These modifications meant that Olympic could survive a collision similar to that of Titanic, in that her first six compartments could be breached and the ship could remain afloat.
Stripped of her peacetime fittings and now armed with 12-pounders and 4.7-inch guns, Olympic was converted to a troopship, with the capacity to transport up to 6,000 troops. On 24 September 1915 the newly designated HMT (Hired Military Transport) 2810, now under the command of Bertram Fox Hayes, left Liverpool carrying 6,000 soldiers to Mudros, Greece for the Gallipoli Campaign. On 1 October lifeboats from the French ship Provincia which had been sunk by a U-boat that morning off Cape Matapan were sighted and 34 survivors rescued by Olympic. Hayes was criticised for this action by the British Admiralty, who accused him of putting the ship in danger by stopping her in waters where enemy U-boats were active. The ship's speed was considered to be her best defence against U-boat attack, and such a large ship stopped would have made an unmissable target. However, the French Vice-Admiral Louis Dartige du Fournet took a different view, and awarded Hayes with the Gold Medal of Honour. Olympic made several more trooping journeys to the Mediterranean until early 1916, when the Gallipoli Campaign was abandoned.