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Biomedical subjects

Elizabeth Layman

Publications and source records attributed to Elizabeth Layman.

4 recordsLinked to original sources

An investigation of telephone use among cochlear implant recipients.

The purpose of this study was to examine telephone use among cochlear implant recipients. A questionnaire was constructed and mailed to 803 adults who received a Clarion cochlear implant system manufactured by Advanced Bionics Corporation. Questionnaire recipients were implanted at least 12 months prior to receiving the questionnaire (i.e., they were implanted in 1998 or 1999). Approximately 60% (n = 478) responded, of whom 70% (n = 336) were considered "telephone users" (i.e., they answered the telephone and/or initiated calls). Telephone users were significantly younger and had significantly more daily hours of cochlear implant use than nonusers. Not surprisingly, there were differences between groups with respect to method of communication (i.e., more users employed oral communication, while more nonusers employed both oral and manual communication) and ability to understand words without lipreading (i.e., more users were able to understand). Thirty-seven percent of the telephone users were male, and 63% were female. The average age was 51.8 years (SD = 15.5). Ninety-five percent of users initiated calls to family and friends, 65% made appointments by phone, and approximately 50% asked for information about a product or service and conducted business over the phone. Over 95% of users could identify a dial tone, a busy signal, and voices. The average telephone use per week was 5.4 hr. Approximately 85% indicated that they were able to interact with strangers on the telephone within 5 months of receiving the sound processor. Approximately 30% communicated via a cellular phone for personal use. The findings of this survey suggest an increase in cochlear implant users' telephone use relative to a decade earlier. Advances in cochlear implant and telephone technologies are 2 of several factors that may contribute to the changes observed.

Adult↗

Approaches to leadership development used by deans of allied health.

Deans and directors of allied health units in member institutions of the Association of Schools of Allied Health Professions (ASAHP) were surveyed to determine their approaches to leadership development. Of 99 deans and directors surveyed, 75 (76%) responded. All respondents had held at least one academic administrative position before their current position; assistant or associate dean were the most common positions. The respondents' leadership development included participation in service to the ASAHP or another health or allied health association. More female respondents (67%) than male respondents (47%) reported being mentored. Most frequently listed programs, workshops, and activities for leadership development were Harvard University's Management Development Program, regional allied health deans groups, and institutional leadership programs. Of respondents, 60% viewed professional experience as being more beneficial in leadership development than formal programs, workshops, and activities. The most important skills directly developed from such activities were strategic planning and forecasting, having a vision, and team or collaboration building.

Allied Health Occupations↗

Health informatics: ethical issues.

Ethics is a component of the education of health care mangers and supervisors. Recent advances in the technologies of health informatics present these leader with new ethical challenges. Holding the promise of beneficence, these technologies are purported to increase access, improve quality, and decrease the costs of care. Aspects of these technologies, however, create conflicts with the ethical principles of autonomy, fidelity, and justice. Infoethics is suggested as a means to examine these conflicts. A multipronged solution that incorporates adherence to regulations and standards, promotion of codes of conduct and ethics, and creation of a culture of infoethics is recommended.

Ethics, Institutional↗

Using a multipronged approach to implement organizational performance improvements.

Efforts to improve organizational performance sometimes fail. One way to increase the likelihood of a successful implementation is to adopt a multipronged approach. This article describes a multipronged approach for change management and performance improvement. The approach combines a systems implementation process with sensitivity to the human side of change. Tactics to defuse resistance are also discussed. The approach assists leaders assigned to coordinate performance improvements.

Efficiency, Organizational↗