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Journal articles on the topic 'Theatre operations'
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Antoniou, Vaki, Olivia Burke, and Roland Fernandes. "Introducing a reserve waiting list initiative for elective general surgery at a District General Hospital." BMJ Open Quality 8, no. 3 (August 2019): e000745. http://dx.doi.org/10.1136/bmjoq-2019-000745.
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Cancelled operations represent a significant burden on the National Health Service in terms of theatre efficiency, financial implications and lost training opportunities. Moreover, they carry considerable physical and psychological effects to patients and their relatives. Evidence has shown that up to 93% of cancelled operations are due to patient-related factors. An analysis at our District General Hospital revealed that approximately 18 operations are cancelled on the day of surgery each month. This equates to 27 hours of allocated operating time valued by the trust as £67 500, not being used effectively. This retrospective quality improvement report aims to reduce unused theatre time due to cancelled elective operations in general surgery theatres—thereby improving theatre efficiency and patient care. To ascertain the baseline number of cancelled operations, an initial review of theatre cases was undertaken. Further review was then completed after implementation of two improvements—a short notice surgical waiting list and fast track pre-assessment clinics. The results showed that implementation of the reserve surgical waiting list reduced unused operating time by an average of 2.25 hours per month. By further adding in the fast track preassessment clinic, these figures increased to an average of 11.5 hours over the next 3 months. This precipitated a reutilisation of otherwise wasted theatre time. Economic impact of this time amounts around £28 750 a month, after implementation of both improvements. Simple protocol changes can lead to large improvements in the efficient running of theatres. The resultant change has improved patient satisfaction, led to greater training opportunities and improved theatre efficiency. Extrapolation of our results show better usage of previously underused theatre time, to the equivalent worth of £345 000. Further implementation of these improvements in other surgical specialities and hospitals would be beneficial.
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Jawaid, Masood, Foad Ali Moosa, Farhat Jaleel, and Abdul Khalique. "OPERATIONS." Professional Medical Journal 21, no. 01 (December 4, 2018): 001–4. http://dx.doi.org/10.29309/tpmj/2014.21.01.1902.
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Objective: To find out reasons for cancellation of operation on the day of surgeryin the Surgical Department of Civil Hospital Karachi. Design: Observational study. Setting &Period: All operation theatre bookings of the Civil Hospital Surgical Department from July 2010 toOctober 2010 have been studied by using the ‘daily operating theatre lists’. Frequency ofcancellation, type of surgeries cancelled and their reasons studied. Results: Out of total 455cases, 97 (21%) surgical operations were cancelled on the day of surgery, highlighting patients’non-compliance as a major contributing reason, followed by the lack of operating room time andother causes. Among the less contributing factors were patient expiry on table, failure toadminister anesthesia and delay in operation due to exams (engagement of patients inundergraduate exam in the college). Conclusions: Patients non-compliance is a majorchallenging factor that causes a large number of cancellations of operations in the Civil HospitalKarachi.
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BAKHTIAR,, NIGHAT, MASOOD JAWAID,, ABDUL KHALIQUE,, and Pervez Iqbal,. "UTILIZATION OF OPERATION THEATRE;." Professional Medical Journal 20, no. 06 (December 15, 2013): 1048–52. http://dx.doi.org/10.29309/tpmj/2013.20.06.1780.
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Objective: To find out the number and variety of different surgeries performed at the operation theatre of the Dow UniversityHospital. Methods: From January 2011 to December 2011, hospital operation theatre record was reviewed. Main outcome measureswere age, gender, medical record (MR) number, name of operations with their indications, specialty and type of anesthesia used duringthe procedure, type of surgery. Monthly trend of surgeries were also evaluated. Results: The total numbers of operations performedduring first year of operation theatre working were 539 cases. Number of emergency surgeries done was 42 (7.79%) and elective were497 (92.2%).Surgeries performed by General Surgery, Gynecology and Plastic surgery department were 319 (59.18%), 61 (11.3%), 54(10.0%). MR Number was not present in record register in 306 (56.7%) cases, indication for surgery was not written in 274 (50.8%)cases and name of surgery was missing in 18 (3.3%) cases. The most common case performed were different types of biopsies whileother common cases performed in the year 2011 were incision and drainage, cholecystectomies and hernia repair. Conclusions: Therecord maintained was overall satisfactory however needs further improvement. Computerization of records with training of staff aboutits proper maintenance can improve its quality with international standards.
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Williams, Esther. "RCS promotes musical theatre." Bulletin of the Royal College of Surgeons of England 94, no. 6 (June 1, 2012): 188. http://dx.doi.org/10.1308/147363512x13311314196933.
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Easy listening music in the operating theatre could reduce anxiety for millions of patients undergoing operations using local anaesthetic each year, according to research. This is just one of the surgical news stories that captured the media's imagination last month. Surgeons from the plastic and reconstructive department at the John Radcliffe Hospital in Oxford measured the respiratory rates of emergency patients and asked them to rate their feelings of worry. Half the patients had their operation in a theatre with music playing and half without – the group who were exposed to music reported lower levels of anxiety and had a lower breathing rate.
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Saba, Rifat, Qudrat Ullah, Usman Ali Rehman, Asif Hanif, and Sami Ullah Bhatti. "Frequency of Different Organism in Nosocomial Swabs using Surface Method Fumigation with Formaldehyde in Operation Theatre." International Journal of Frontier Sciences 2, no. 2 (July 1, 2018): 11–17. http://dx.doi.org/10.37978/tijfs.v2i2.37.
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Background: A facility within a hospital where surgical operations are carried out in a sterile environment is an operating theatre also known as an operating suite, operation theatre or operation suite. In past, the operation theatre was a place where there was an educational setting have had raised tables or chairs at the centre for performing operations surrounded by several rows of seats for students and other spectators to observe the case in progress. The objective of this research is that to better the efficacy of sterilization of operation theatre to reduce the surgical site infection and contamination at highest level.Methodology: Data was collected from surgical department of Gulab Devi Chest Hospital. Carbolization was employed to disinfect operating room and fumigation to sterilize. After neutralization with ammonia, culture swabs were collected from OT table, OT light, OT floor, OT wall, anaesthesia machine and OT trolley. Efficacy of fumigation was concluded using statistical tools.Results: There were no positive results prior and even after the fumigation.Conclusion: There was no organism growth in OT. There was no evidence of Escherichia coli,Proteus Mirabilis, Proteus vulgaris, Pseudomonas aeruginosa, Staphylococcus aureus, Streptococcus spp., E. faecalis, Coagulase negative staph and Salmonella choleraesius.
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Robinson, JP. "Medical supply on contingency military operations: experience from Operation GRITROCK." Journal of The Royal Naval Medical Service 101, no. 2 (December 2015): 119–21. http://dx.doi.org/10.1136/jrnms-101-119.
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AbstractMedical supply during military operations has the ability to affect the efficacy of the operation being undertaken, either negatively or positively. An appropriately-managed maritime platform with a robust medical supply chain during transit and on arrival in theatre is the main aim. A secure supply chain will reduce any implications that logistics may have with regard to capability, and negate the effects of deficiencies of short shelf life items occurring over time and during use in high tempo operations.
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Nelstrop, Andrew M. "Operation RUMAN and Hurricane IRMA: planning, execution and recovery." Journal of the Royal Army Medical Corps 165, no. 6 (January 5, 2019): 431–35. http://dx.doi.org/10.1136/jramc-2018-001138.
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Operation RUMAN was the UK response in the Autumn of 2017 to the Category 5 Hurricane IRMA, which affected the British Overseas Territories in the Caribbean. The Joint Operations Area (JOA) spanned an archipelago of Islands over 1000 nm across, stretching logistical and medical doctrinal clinical timelines in a rapidly changing and generally high risk medical environment. Despite significant challenges and a relatively suboptimal start line position, the Operation was a success from a medical perspective, with lower than expected dNBI rates. This paper, written from the medical Operational in-Theatre HQ perspective, charts the phases of Operation RUMAN during Planning, Execution and Recovery. It examines the context and lessons that arose from the Operation RUMAN that could inform future fast-moving Humanitarian Aid and Disaster Relief Operations.
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Ankit Singh, Sougrakpam Sushillo Singh, and Priya Ravi. "Streamlining the Processes Preceding an Operation Using Six Sigma." Journal of Multidisciplinary Research in Healthcare 4, no. 2 (April 2, 2018): 101–7. http://dx.doi.org/10.15415/jmrh.2018.42009.
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Purpose: The operation theatre is the major cost and revenue centre in a hospital. The operation theatre’s optimum utilization will not only increase the revenue for the hospital but will also have a significant positive impact on customer satisfaction, for both internal and external customers. The present study aims in improving the existing process in an operation theatre suite of a tertiary care private hospital in Siliguri (West Bengal), which suffers from a process related problem, delay in scheduling operations (Sigma level 2.17), as found out in the Pilot Study. The study is carried out to improve the sigma level. Aligning with it, the operation theatre utilization is calculated with the objective of its bench marking, as per industry standards.
Design/Methodology/Approach: The study is conducted within the framework of Defining, Measuring, Analysing, Improving, and Controlling (DMAIC) method of Six Sigma. To begin with, the Pilot Study is carried out to identify and define the problem. At the measuring and analysing stage, Pareto analysis technique is employed, aided by the Cause and Effect diagram. After the identification, causes are categorised as controllable and uncontrollable. This is followed by a brainstorming session, which is conducted in order to work out solutions relating to controllable causes. The Time Motion study data of 192 surgery cases is collected for the pre-implementation phase, while that of 236 surgery cases is collected for the post-implementation phase. An independent t test is carried out to find out the difference in the outcomes, both in the pre-implementation and the post-implementation phases, thereby reflecting the effectiveness of the solutions implemented.
Findings: The baseline sigma level of 2.17 is improved to reach the 3.0 sigma level, concerning delay of scheduled operations. This is achieved by reducing the time lag that is experienced when shifting the patient from the Ward to the Operation Theatre, as also that relating to the cleaning and setting up of the Operation Theatre, between two surgeries.
Practical implications: Reducing the set up and the cleaning time between two procedures helps in reducing the delay in scheduled operations, which can be achieved by the practice of shifting the patient one hour prior to the scheduled surgery. Similarly, when more surgeries need to be performed, their turnaround time can be reduced by deploying an adequate number of housekeeping staff. Thus, more number of surgeries can be done in a day and operation theatre utilization can be optimised.
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Roberts, Harry W., James Myerscough, Simone Borsci, Melody Ni, and David P. S. O’Brart. "Time and motion studies of National Health Service cataract theatre lists to determine strategies to improve efficiency." British Journal of Ophthalmology 102, no. 9 (November 24, 2017): 1259–67. http://dx.doi.org/10.1136/bjophthalmol-2017-310452.
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AimTo provide a quantitative assessment of cataract theatre lists focusing on productivity and staffing levels/tasks using time and motion studies.MethodsNational Health Service (NHS) cataract theatre lists were prospectively observed in five different institutions (four NHS hospitals and one private hospital). Individual tasks and their timings of every member of staff were recorded. Multiple linear regression analyses were performed to investigate possible associations between individual timings and tasks.Results140 operations were studied over 18 theatre sessions. The median number of scheduled cataract operations was 7 (range: 5–14). The average duration of an operation was 10.3 min±(SD 4.11 min). The average time to complete one case including patient turnaround was 19.97 min (SD 8.77 min). The proportion of the surgeons’ time occupied on total duties or operating ranged from 65.2% to 76.1% and from 42.4% to 56.7%, respectively. The correlations of the surgical time to patient time in theatre was R2=0.95. A multiple linear regression model found a significant association (F(3,111)=32.86, P<0.001) with R2=0.47 between the duration of one operation and the number of allied healthcare professionals (AHPs), the number of AHP key tasks and the time taken to perform these key tasks by the AHPs.ConclusionsSignificant variability in the number of cases performed and the efficiency of patient flow were found between different institutions. Time and motion studies identified requirements for high-volume models and factors relating to performance. Supporting the surgeon with sufficient AHPs and tasks performed by AHPs could improve surgical efficiency up to approximately double productivity over conventional theatre models.
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Kluber, Warren. "Theatre of Operations / Operating Theatre: Militarist and Medical Theatrical Frames in Edward Bond’s Lear." Journal of Dramatic Theory and Criticism 33, no. 1 (2018): 31–50. http://dx.doi.org/10.1353/dtc.2018.0023.
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Bhuiyan, Mirza. "Impact of Lockdown on General Surgery Patients in Mankweng Hospital, Limpopo." International Journal of Medical Science and Clinical Invention 8, no. 02 (February 20, 2021): 5241–45. http://dx.doi.org/10.18535/ijmsci/v8i02.05.
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Background: Based on data from the World Health Organisation, it has been shown that Novel Corona virus pandemic disrupts normal activity in whole world. Lockdowns are known to reduce the transmission of virus and enforced almost in the entire world based on countries recommendations. In South Africa, lockdown measures were imposed from 26th March 2020 and health care services became seriously affected particularly elective surgical operations. Objectives: Main aim of the study is to estimate the effect of lockdown on the general surgery services in Mankweng hospital. Method: This is a retrospective cross sectional observational descriptive study. Data for study include admission, operation & attendance to outpatient clinic collected during a lockdown period of 3 months(April-June 2020) and normal period of 3 months(April-June 2019) from Mankweng Hospital Information System.
Result: During the lockdown period April-June 2020, total 291 patients were seen in Surgical Outpatient Department and 122 in Breast Oncology Clinic. There were 197 patients admitted to the hospital and 120 operations performed in theatres. During April-June in 2019, total 442 patients were seen in Surgical Outpatient Department and 152 in Breast Oncology Clinic. There were 500 patients admitted to the hospital and 166 operations performed in theatres. During lockdown elective general surgery operations were reduced noticeably. Conclusions: Restoration of elective operations should start as soon as Corona virus pandemic slows down and extra elective theatre list should be enrolled during weekends to reduce the backlog at least for few months.
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Whitehead, Gregory. "Holes in the Head: A Theatre for Radio Operations." Performing Arts Journal 13, no. 3 (September 1991): 85. http://dx.doi.org/10.2307/3245542.
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Ene, Cristian, Alexandru Baboș, and Marius Bucurenciu. "The Impact of Toxic Leadership in Theater of Operations – Afghanistan." Land Forces Academy Review 25, no. 3 (September 1, 2020): 175–80. http://dx.doi.org/10.2478/raft-2020-0021.
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AbstractThe toxic leadership point out damaging attitudes and behaviours which can affect leaders’ personal traits resulting severe damage to the organization and its subordinates. Given the multinational environment from a theatre of operations, what might be toxic for the military in one country might be accepted in another one, taking into consideration the discrepancies between cultures. No matter their cultural background or their national particularities, the toxic leaders reduce the effectiveness of the organization and of it’s operations. This article wants to highlight, from an analytical approach, the existing types of toxic leaders and their impact to the military organization in Afghanistan theatre of operations.
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Fitzgerald, Anneke, and Yong Wu. "Beyond clinical priority: what matters when making operational decisions about emergency surgical queues?" Australian Health Review 41, no. 4 (2017): 384. http://dx.doi.org/10.1071/ah16009.
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Objective This paper describes the perceptions of operating theatre staff in Australia and The Netherlands regarding the influence of logistical or operational reasons that may affect the scheduling of unplanned surgical cases. It is proposed that logistical or operational issues can influence the priority determination of queue position of surgical cases on the emergency waiting list. Methods A questionnaire was developed and conducted in 15 hospitals across The Netherlands and Australia, targeting anaesthetists, managers, nurses and surgeons. Statistical analyses revolved around these four professional groups. Six hypotheses were then developed and tested based on the responses collected from the participants. Results There were significant differences in perceptions of logistics delay factors across different professional groups when patients were waiting for unplanned surgery. There were also significant differences among different groups when setting logistical priority factors for planning and scheduling unplanned cases. The hypotheses tests confirm these differences, and the findings concur with the paradigmatic differences mentioned in the literature. These paradigmatic differences among the four professional groups may explain some of the tensions encountered when making decisions about scheduling emergency surgical queues, and therefore should be taken into consideration for management of operating theatres. Conclusions Queue positions of patients waiting for unplanned surgery, or emergency surgery, are determined by medical clinicians according to clinicians’ indication of clinical priority. However, operating theatre managers are important in facilitating smooth operations when planning for emergency surgeries. It is necessary for surgeons to understand the logistical challenges faced by managers when requesting logistical priorities for their operations. What is known about the topic? Tensions exist about the efficient use of operating theatres and negotiating individual surgeon’s demands, especially between surgeons and managers, because in many countries surgeons only work in the hospital and not for the hospital. What does this paper add? The present study examined the logistical effects on functionality and purports the notion that, while recognising the importance of clinical precedence, logistical factors influence queue order to ensure efficient use of operating theatre resources. What are the implications for practitioners? The results indicate that there are differences in the perceptions of healthcare professionals regarding the sequencing of emergency patients. These differences may lead to conflicts in the decision making process about triaging emergency or unplanned surgical cases. A clear understanding of the different perceptions of different functional groups may help address the conflicts that often arise in practice.
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Jarvis, N., S. Dheerendra, D. Chappell, A. Goel, and P. Pidikiti. "A National Survey of Ultra Clean Air Theatre Use in Orthopaedic Trauma." Bulletin of the Royal College of Surgeons of England 94, no. 5 (May 1, 2012): 185–86. http://dx.doi.org/10.1308/147363512x13311314195259.
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The consequences of deep surgical site infection (SSI) following orthopaedic operations can be devastating. Trauma patients, especially those suffering fragility fractures, tend to have less reserve and more co-morbidities than elective patients; infection in their case may be even more catastrophic. It is also expensive: Dreghorn et al calculated that revising infected arthroplasties was up to four times the cost of a primary total joint replacement. Maintaining low infection rates in trauma surgery depends on meticulous surgical technique, peri-operative antibiotics and scrupulous theatre standards, including the use of laminar or ultra clean air (UCA) operating theatres for sterile orthopaedic procedures.
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Saad, N. M., A. R. Abdullah, N. S. M. Noor, N. A. Hamid, M. A. Muhammad Syahmi, and N. M. Ali. "Automated medical surgical trolley." International Journal of Electrical and Computer Engineering (IJECE) 9, no. 3 (June 1, 2019): 1822. http://dx.doi.org/10.11591/ijece.v9i3.pp1822-1831.
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Operating theatre is a place in a hospital where surgical operations are conducted on patients by surgeons. In the operating theatre, the surgical equipment is placed on stainless steel table or on surgical instrument tray. However, during the operation accidents can occur where the surgical tools placed near to the surgeon could be accidentally be hit by them during the surgical operation. This may cause the surgical tools to fall on the floor which may lead to injuries. Hence, this paper presents an automatic medical surgical trolley for surgeons to grab operating tools easily. The proposed system is implemented for automaticmedical surgical trolley movement using Arduino Uno R3. The invention provides an automatic medical surgical trolley which comprises automatic guidance, a wireless controller, an obstacle avoiding detection device, a touch screen controller via smart phone, an IP camera, a trolley, an integrated power supply and a processor. The trolley with stainless steel shelves is ideal for use in clinical environments and operation theatres. Medical equipment is loaded in the trolley, the wireless remote drives the trolley to move forwards and backwards. Automatic visual guidance is achieved via an IP camera attached to the trolley and a touch screen controller via a smart phone. A large amount of space and a large number of materials are saved, the workload of medical workers will be greatly relieved, and the working efficiency will be improved.
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Boyapati, Raghuram P., Jahnavi Mehta, and Paul Norris. "Same day cancellations of elective operations in a tertiary hospital in south-east England: a review of 11 000 patients in 1 year." British Journal of Healthcare Management 26, no. 1 (January 2, 2020): 27–33. http://dx.doi.org/10.12968/bjhc.2019.0029.
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Cancellations of elective operations have negative consequences, both for patients and the NHS. For the latter, reducing waiting times for surgical procedures remains a pressing concern, as does maintenance of adequate staffing. This study aimed to identify factors contributing to the cancellation of elective operations on the day of the procedure in order to suggest measures that could be taken to reduce these incidents. The retrospective details of just over 11 000 patients awaiting theatre admission for elective operations over a period of 1 year were obtained. The reasons behind last-minute operation cancellations were categorised as either patient factors or hospital factors. Data analysis suggested that the number of cancellations could be reduced by scheduling appointments with a senior doctor closer to the operation date.
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PALAGHIA, Rita. "SEXUAL HARASSMENT – PRECAUTIONS IN THE MULTICULTURAL INTERRELATIONSHIP WITHIN THEATRE OF OPERATIONS FROM AFGHANISTAN "With power comes responsibility"." SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE 20 (June 18, 2018): 487–93. http://dx.doi.org/10.19062/2247-3173.2018.20.66.
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Ogden, G. R., A. E. Kershaw, and I. Hussein. "Use of theatre time for dentoalveolar operations under general anaesthesia." British Journal of Oral and Maxillofacial Surgery 38, no. 4 (August 2000): 331–34. http://dx.doi.org/10.1054/bjom.2000.0309.
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FÖRSTER, SASCHA. "Reusing Props at the National Theatre, London: Considering Theatre Materiality in a Historiographical Context." Theatre Research International 45, no. 3 (October 2020): 337–43. http://dx.doi.org/10.1017/s0307883320000358.
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Over the last years, the National Theatre, London (NT) has presented props and costumes in its restaurant, the Green Room, and in its bar, the Propstore, thereby shedding a different light on theatre objects. It also widely advertises the option of hiring costumes and props from its Hire department. These practices challenge theatre studies to reconsider the usage of theatre objects and their manifold stage lives not only as stories of (in)animation, but as what I call potentials of reusage. Presenting theatre objects in unusual locations like a restaurant emphasizes that these objects are built or manipulated in theatre workshops, thereby shedding light on the craftsmanship that is foundational to every production. The labour of the workshops, as well as different backstage operations, has been ignored by theatre historiography. Analysing the NT's different staging of props invites us to look into the hidden histories of theatre materiality.
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Doran, Desmond, Alex Hill, Steve Brown, Emel Aktas, and Markku Kuula. "Operations Management Teaching." Industry and Higher Education 27, no. 5 (October 2013): 375–87. http://dx.doi.org/10.5367/ihe.2013.0172.
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This paper explores the relevance to industry's needs of operations management (OM) teaching in higher education, by researching the content of OM modules delivered by UK academics and comparing the results of this research with the views of business practitioners having had first-hand experience of OM teaching on MBA programmes. To determine whether a gap exists in terms of the importance placed on key content areas, the views of OM academics and practitioners were empirically tested using an online survey instrument. The findings indicate that although there is a broad degree of cohesion among academics relating to module content there are gaps between academics and practitioners in terms of the relative importance of key content areas. Such differences are most evident with regard to supply chain management, capacity management, inventory control and lean production tools and techniques. In this regard, the results provide a backdrop for the development of this important subject discipline to ensure that what is taught in the lecture theatre is valued in the business environment.
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Scott, P. J. I. "Musculoskeletal injury patterns associated with military operations." Journal of The Royal Naval Medical Service 100, no. 3 (December 2014): 277–81. http://dx.doi.org/10.1136/jrnms-100-277.
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AbstractMusculoskeletal injury represents a significant attritional threat to troops on deployment and comprises a significant proportion of aeromedical evacuations from theatre. Whilst the incidence and outcome of battle injury (BI) is increasingly well understood, the picture regarding non-battle injury (NBI) is less clear despite the significantly higher incidence rate. This paper outlines and compares current evidence regarding the incidence, contributing factors and functional outcome of recent operational BI and NBI and highlights the need for further study into UK specific data and demographics.
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Karia, Monil, Vatsal Gupta, Wajiha Zahra, Joeseph Dixon, and Edward Tayton. "The effect of COVID-19 on the trauma burden, theatre efficiency and training opportunities in a district general hospital." Bone & Joint Open 1, no. 8 (August 1, 2020): 494–99. http://dx.doi.org/10.1302/2633-1462.18.bjo-2020-0074.r1.
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Aims The aim of this study is to determine the effects of the UK lockdown during the COVID-19 pandemic on the orthopaedic admissions, operations, training opportunities, and theatre efficiency in a large district general hospital. Methods The number of patients referred to the orthopaedic team between 1 April 2020 and 30 April 2020 were collected. Other data collected included patient demographics, number of admissions, number and type of operations performed, and seniority of primary surgeon. Theatre time was collected consisting of anaesthetic time, surgical time, time to leave theatre, and turnaround time. Data were compared to the same period in 2019. Results There was a significant increase in median age of admitted patients during lockdown (70.5 (interquartile range (IQR) 46.25 to 84) vs 57 (IQR 27 to 79.75); p = 0.017) with a 26% decrease in referrals from 303 to 224 patients and 37% decrease in admissions from 177 to 112 patients, with a significantly higher proportion of hip fracture admissions (33% (n = 37) vs 19% (n = 34); p = 0.011). Paediatric admissions decreased by 72% from 32 to nine patients making up 8% of admissions during lockdown compared to 18.1% the preceding year (p = 0.002) with 66.7% reduction in paediatric operations, from 18 to 6. There was a significant increase in median turnaround time (13 minutes (IQR 12 to 33) vs 60 minutes (IQR 41 to 71); p < 0.001) although there was no significant difference in the anaesthetic time or surgical time. There was a 38% (61 vs 38) decrease in trainee-led operations. Discussion The lockdown resulted in large decreases in referrals and admissions. Despite this, hip fracture admissions were unaffected and should remain a priority for trauma service planning in future lockdowns. As plans to resume normal elective and trauma services begin, hospitals should focus on minimising theatre turnaround time to maximize theatre efficiency while prioritizing training opportunities. Clinical relevance Lockdown has resulted in decreases in the trauma burden although hip fractures remain unaffected requiring priority Theatre turnaround times and training opportunities are affected and should be optimised prior to the resumption of normal services. Cite this article: Bone Joint Open 2020;1-8:494–499.
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Sharma, Rakesh Kumar. "Need for the development of theatre and terrain based food technologies - an appraisal." Defence Life Science Journal 2, no. 2 (May 31, 2017): 88. http://dx.doi.org/10.14429/dlsj.2.11356.
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Armed forces have to operate in a variety of challenging environments. Indian Defence forces operates in various theatres of operations including difficult terrains, high altitude, underwater, confined space, air and hot humid environments. Human endurance and survival is extremely challenged under these terrain and climatic conditions. For example, in the case of Ladakh sector, the troops operate above 13,000 feet and areas such as Siachen glacier the operation altitude goes up to 23,000 feet.
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Świątkowska, Wanda. "Theatre Education at Reduta." Pamiętnik Teatralny 69, no. 2 (August 13, 2020): 7–48. http://dx.doi.org/10.36744/pt.38.
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The article presents the history and principles of theatre education at Reduta in its successive forms: from Koło Adeptów [The Apprentice Circle], established in 1921, through the Reduta Institute, to Okop [The Trench], which was the last pre-war incarnation of the school. Based on documents and memoirs, the article discusses Reduta’s comprehensive and holistic model of education, in which regular theoretical classes were accompanied by practical and physical exercises. A crucial part of the education process was student participation in the theatre’s daily operations: rehearsals, preparation of stage productions, and tours. The aim of the school was to offer future artists comprehensive preparation for various theatre functions, as well as to produce ideologically engaged social activists, who consider serving the society through art as their primary task and mission. A comparison between Reduta’s schools and other educational initiatives confirms that in terms of scope, curriculum, work methods, practices, as well as atmosphere, the former were indeed pioneering and stood out from traditional pre-war drama teaching. Published as an appendix to the article is its source material: Juliusz Osterwa, Okop, edited and with an introduction by the author of the article. (Transl. Z. Ziemann)
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CANNING, CHARLOTTE. "Directing History: Women, Performance and Scholarship." Theatre Research International 30, no. 1 (March 2005): 49–59. http://dx.doi.org/10.1017/s0307883304000860.
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The emergence of the director is usually seen as a crucial moment in late nineteenth-, early twentieth-century theatre history. Traditionally, the narrative of that emergence has focused on the director as a sole heroic individual, usually male. This article questions how that figure and those practices have been historicized. That historicization process has been (and continues to be) a disciplinary demonstration of power marked by the concomitant political operations of personal, geographical, and institutional identifications and affiliations. The specific political operation explored here is that of gender as the primary identification of the figures, institutions, and arguments. The thirty-year collaboration of Edith Isaacs and Rosamond Gilder on Theatre Arts, the primary voice in the United States for the reform of the theatre during the era that saw both the emergence of the director and the celebration of that emergence as the pinnacle of theatrical achievement is the example on which the article focuses. Gilder was Isaacs's assistant and successor, and she was also the author of Enter the Actress, the first book to create a history for women in the theatre. In three parts the article demonstrates how focusing on the journal, the collaboration, and the book offer a new conception of the director's history.
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Rahman, Md Mafiur, SM Shafiul Azam Chaudhury, Md Atiqul Islam, Mohammad Khurshidul Alam, ABM Mir Mubinul Islam, Abu Sayeed Mohammad, and Mohammad Ahtashamul Haque. "Distribution and Determinant of Post-Operative Wound Infection among Patients underwent Routine Abdominal Surgery." Bangladesh Journal of Infectious Diseases 6, no. 1 (August 18, 2019): 16–21. http://dx.doi.org/10.3329/bjid.v6i1.42661.
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Background: Post-operative wound infection may occur after routine abdominal surgery.
Objective: The purpose of the present study was to see the distribution and determinants of post-operative wound infection among the patients underwent routine abdominal surgery.
Methodology: This non-randomized clinical trial was conducted in the different surgical units of the Department of Surgery at Sir Sallimullah Medical College & Mitford Hospital, Dhaka, Bangladesh during January 2001 to December 2002 for a period of two (02) years. In the operation theatre, after anaesthesia skin was cleaned with Povidone iodine USP 5% w/w or Spirit (70% methylated spirit in water) or Chlorhexidine. During post-operative period dressing were left undisturbed unless it was felt necessary. Unusual pain in and around the wound was considered to be an indication of infection. A swab was taken from any discharge and was sent for bacteriological examination.
Result: In this study, 50 patients were admitted as routine cases and undergone routine abdominal operations in general operation theatre. Out of 50 patients undergone routine abdominal surgery, 5 developed wound infection post operatively. Overall infection rate was 10.0%. In routine abdominal operations, infection was 9.09% in upper midline or extended midline incision, 33.33% in lower midline, 6.25% right subcostal/Kocher's. In routine abdominal operations, the rate of infection in clean contaminated wound was 11.11%, contaminated wound was 33.33%. Wound infection rate was 20.0% cases in patients with malnutrition, 14.28% cases in obesity and 16.66% cases in diabetes mellitus.
Conclusion: In conclusion post-operative wound infection is common in routine surgical operation.
Bangladesh Journal of Infectious Diseases, June 2019;6(1):16-21
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Lo, Jacqueline, and Helen Gilbert. "Toward a Topography of Cross-Cultural Theatre Praxis." TDR/The Drama Review 46, no. 3 (September 2002): 31–53. http://dx.doi.org/10.1162/105420402320351468.
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Theatrical practices variously called multicultural, postcolonial, syncretic, intercultural, transcultural, and imperialistic comprise a contested cluster of related operations in need of theorizing. After analyzing a number of approaches, the authors propose a new two-way flow model for intercultural theatre.
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Agrawal, S., N. Battula, L. Barraclough, D. Durkin, and CVN Cheruvu. "Early Laparoscopic Cholecystectomy Service Provision is Feasible and Safe in the Current UK National Health Service." Annals of The Royal College of Surgeons of England 91, no. 8 (November 2009): 660–64. http://dx.doi.org/10.1308/003588409x464478.
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INTRODUCTION Despite increasing evidence of the benefits and safety of early laparoscopic cholecystectomy (LC) in acute gallstone disease, it is not widely practised in England. The Royal College of Surgeons of England support the separation of emergency and elective surgical care. The aim of this prospective study was to examine the impact of the implementation of ‘Surgeon of the Week (SoW)’ model on the number of early LCs performed and the efficiency of the emergency theatre activity in our hospital. This study also looked into its implications on specialist registrar training for early LC, and the financial impact to the hospital. PATIENTS AND METHODS Between January 2007 and May 2008, demographic data, admission and discharge dates, complications, conversions to an open operation and deaths were collected for all patients who underwent early laparoscopic cholecystectomies. For ease of comparison, patients were divided into Group A representing before introduction of SoW (1 January 2007 to 30 August 2007) and Group B representing after introduction of SoW (1 October 2007 to 31 May 2008). The total numbers of operations performed in the emergency theatre list in the two groups were also calculated. RESULTS A total of 1361 emergency operations were performed on the emergency theatre list in Group A, of which 951 were general surgical procedures. In Group B, the numbers of emergency procedures were 1537, of which 1138 were general surgical operations. There was a significant increase in the number of general surgical operations after introduction of SoW (P = 0.013). Before introduction of the SoW rota, 45 early LCs were performed. This increased to 118 after SoW which was significant (P < 0.001). In Group A, the number of early LCs performed by surgical trainees was 10 (22%). In Group B, the number of LCs performed by surgical trainees was 35 (30%; not significant). CONCLUSIONS This study has demonstrated an increase in the efficiency of the emergency theatre with an increase in the number of early LCs on their index admission without extra morbidity following implementation of the SOW model in our hospital. We recommend the introduction of a suitable emergency surgical consultant on-call model separating emergency and elective surgical care depending on local circumstances. This can lead to significant cost savings and reduce re-admissions with gallstone-related complications.
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Shevtsova, Maria. "Bells and Alarm Clocks: Theatre and Theatre Research at the Millenium." Theatre Research International 24, no. 1 (1999): 98–108. http://dx.doi.org/10.1017/s0307883300020307.
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Space, as Einstein has taught us, has no limits, and time is relative to where you are moving and the speed of light. Our millenium, then, is only a speck in eternal space. It is, nevertheless, a point relative to which we are positioned and on which we place a limit—a date—so that our actions may be chronicled, measured, and brought to some sort of completion, thus releasing us from living forever in the present. Yet, notwithstanding our ability to construct, contain and count time, somewhere someone has made a slip, for there is a ‘glitch’ in the system that still prevents millions of computers from recognizing the year 2000, by which devilry we are sent back to less than zero, to zero twice, 00. This error may well have disastrous consequences, although it would be preferable not have any of them happen—hospital operations failing, aeroplanes losing their bearings and going down in apocalyptic spectacles that are considered appropriate for a millenial ending. is as if this error might be interpreted as a token of what Jean Baudrillard, in a different context that has nothing to do with computers, sardonically suggests may be our desire to wipe out history, even, perhaps, to start again from scratch. Baudrillard's is, of course, one of multiple theses on the ‘end of history’ and millenial nothingness that have emerged, not least via the theatre, with the approach of the twenty-first century.
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Sahoo, Soumick Ranjan. "Safety precautions for otorhinolaryngologists during the COVID-19 pandemic." International Journal of Otorhinolaryngology and Head and Neck Surgery 6, no. 9 (August 25, 2020): 1757. http://dx.doi.org/10.18203/issn.2454-5929.ijohns20203590.
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<p>As COVID rapidly spreads through respiratory droplets, health care workers who perform aerosol generating diagnostic and therapeutic procedures, such as otolaryngologists–head and neck surgeons, are particularly at risk. In the article guidelines regarding attending a patient in ENT OPD and emergency, endoscopy examination, taking biopsy, operation theatre (OT) setting and precautions and guidelines to be followed while doing ENT and head and neck operations have been discussed based on review of literature.</p>
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Kirkman, Frank. "The Theatre of Life." Management Decision 25, no. 1 (January 1987): 9–17. http://dx.doi.org/10.1108/eb001429.
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Nawrotek, Jarosław. "RUSSIAN’S PROVING GROUND IN SYRIA." PROBLEMY TECHNIKI UZBROJENIA 152, no. 4 (April 3, 2020): 77–90. http://dx.doi.org/10.5604/01.3001.0014.0871.
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Mission of the Russian Federation Armed Forces in Syria is their biggest foreign military operation of current times. It became a form of evaluation of combat efficiency for different forces and troops. Moreover, the Russian Army could check the newest types of used munitions in combat conditions. Leading a combat operation far beyond the borders of own territory can be used for evaluation of the overall system safeguarding the combat operations theatre, and especially the logistics. What is more, the combat experience acquired by a few dozen thousand soldiers is also a priceless value for the army.
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Quénivet, Noëlle. "The Moscow Hostage Crisis in the Light of the Armed Conflict in Chechnya." Yearbook of International Humanitarian Law 4 (December 2001): 348–72. http://dx.doi.org/10.1017/s1389135900000891.
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On 23 October 2002, a group of about 50 Chechens seized a Moscow theatre and held hundreds of people hostage, threatening to shoot their captives and blow up the building if Russian security amassed outside the theatre attacked. Their demand, that the operations mounted by the Russian army in Chechnya cease, was not taken into account by the authorities who, from the outset, declared that they would not negotiate. The crisis was brought to an end when special troops stormed the theatre, using gas in order to incapacitate the hostage-takers, and averted the detonation of a massive explosion that might have killed all the hostages. Up to 40 Chechens were killed as well as 129 theatregoers.
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Leong, Katharina Brigitte Margarethe Siew, Mirelle Hanskamp-Sebregts, Raymond A. van der Wal, and Andre P. Wolff. "Effects of perioperative briefing and debriefing on patient safety: a prospective intervention study." BMJ Open 7, no. 12 (December 2017): e018367. http://dx.doi.org/10.1136/bmjopen-2017-018367.
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ObjectivesThis study was carried out to improve patient safety in the operating theatre by the introduction of perioperative briefing and debriefing, which focused on an optimal collaboration between surgical team members.DesignA prospective intervention study with one pretest and two post-test measurements: 1 month before and 4 months and 2.5 years after the implementation of perioperative briefing and debriefing, respectively.SettingOperating theatres of a tertiary care hospital with 875 beds in the Netherlands.ParticipantsAll members of five surgical teams participated in the perioperative briefing and debriefing.InterventionThe implementation of perioperative briefing and debriefing from July 2012 to January 2014.Primary and secondary outcomesThe primary outcome was changes in the team climate, measured by the Team Climate Inventory. Secondary outcomes were the experiences of surgical teams with perioperative briefing and debriefing, measured with a structured questionnaire, and the duration of the briefings, measured by an independent observer.ResultsTwo and a half years after the introduction of perioperative briefing and debriefing, the team climate increased statistically significant (p≤0.05). Members of the five surgical teams strongly agreed with the positive influence of perioperative briefing and debriefing on clear agreements and reminding one another of the agreements of the day. They perceived a higher efficiency of the surgical programme with more operations starting on time and less unexpectedly long operation time. The perioperative briefing took less than 4 min to conduct.ConclusionsPerioperative briefing and debriefing improved the team climate of surgical teams and the efficiency of their work within the operating theatre with acceptable duration per briefing. Surgical teams with alternating team compositions have the most benefit of briefing and debriefing.
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King, Mary. "Music in theatre benefits patients and surgeons." Bulletin of the Royal College of Surgeons of England 90, no. 5 (May 1, 2008): 176. http://dx.doi.org/10.1308/147363508x307229.
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Music and healing have had an association for thousands of years: in ancient Greece, Apollo was the god of both music and medicine. Nowadays many surgeons use background music to relieve stress both for themselves and their patients during long, repetitive operations. David Pothier, an SpR in otolaryngology at Royal United Hospital in Bath, says music in theatre can be controversial: 'You either love it or you hate it. I enjoy it, but some surgeons find it irritating and would never allow it because they find it affects concentration. Obviously, procedures that rely on sensitive audio equipment also make it impossible to have background music.'
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Guinet, Alain, and Sondes Chaabane. "Operating theatre planning." International Journal of Production Economics 85, no. 1 (July 2003): 69–81. http://dx.doi.org/10.1016/s0925-5273(03)00087-2.
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Bareham, Jon, and Peter Jones. "Hospitality Management Education: Theory, Technocracy And Theatre." Hospitality Education and Research Journal 12, no. 2 (February 1988): 249–58. http://dx.doi.org/10.1177/109634808801200225.
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This paper suggests that many existing hospitality management courses are strongly based on business administration principles and a manufacturing operations approach. It reviews the range of research and literature now available relating to service industries and identifies key features, such as organizational climate, script theory and the “servuction” concept. These key factors should play a much greater role in hospitality education, using learning methods based on the idea of “theatre” - simulation, role play, drama, debates and practical exercises. In addition, the common boundaries between subject areas should be broken down and “repackaged” to create a more holistic view of hospitality service provision. The paper concludes with a course outline and examples of the theatrical approach to hospitality management teaching.
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Webb, JA, and J. Stothard. "Cost Minimisation Using Clinic-Based Treatment for Common Hand Conditions – A Prospective Economic Analysis." Annals of The Royal College of Surgeons of England 91, no. 2 (March 2009): 135–39. http://dx.doi.org/10.1308/003588409x359385.
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INTRODUCTION The purpose of this study was to compare the cost of treatment of Dupuytren's disease, ganglia and trigger digits in the out-patient department with the operating theatre. PATIENTS AND METHODS All patients seen in a new patient hand clinic with a diagnosis of Dupuytren's disease, trigger digit or ganglion of the wrist or hand requiring treatment were prospectively identified over a 6-month period. The numbers undergoing a procedure in the out-patient clinic or theatre were recorded. Costings of theatre time and out-patient time, as well as national tariff income, were obtained from the hospital management. RESULTS Over the 6-month period, 80, 26, and 52 patients were treated with regard to Dupuytren's disease, ganglia and trigger digits, respectively. Of these, 37, 23, and 44 were treated by an out-patient procedure, and 43, 3 and 8 underwent a formal operation. The total cost of the out-patient procedures was calculated at £1560 over 6 months. To perform these as formal operations would have cost £64,896. The cost savings were, therefore, £63,336, or £126,672 per annum. CONCLUSIONS Out-patient interventions for Dupuytren's disease, ganglia and trigger digits result in significant cost savings over formal surgical treatment.
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Lee, M. S. W., M.-L. Montague, and S. S. M. Hussain. "Student-perceived benefit from otolaryngology theatre attendance." Journal of Laryngology & Otology 119, no. 4 (April 2005): 293–98. http://dx.doi.org/10.1258/0022215054020412.
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The value of theatre attendance by undergraduates is uncertain. This study aimed to evaluate the perceived benefits of attending operating theatre sessions during undergraduate otolaryngology attachments. The study comprised a questionnaire survey carried out in a university medical school. Fourth-year medical students were asked to complete a questionnaire at the end of their two-week attachment in otolaryngology. Completed questionnaires were returned by 152 students. The three most common student expectations were to see and learn common ENT operations, to see the anatomy involved and to learn about the disease being operated upon. Sixty per cent of students reported that their expectations had been met. On a Likert scale from 1 (strongly disagree) to 7 (strongly agree), the importance of theatre attendance as part of the curriculum was rated to be 4.7 (95 per cent confidence interval (CI) = 3.7 to 4.2) and the satisfaction of educational needs in operating theatre teaching was rated to be 3.9 (95 per cent CI = 3.7 to 4.2). Students perceived attending otolaryngology theatre sessions to be beneficial. This information is important in the planning of the otolaryngology undergraduate curriculum.
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Chin, Stephanie, and Sidney Pink. "Instructor's Manual: Single Carrot Theatre." Journal of Arts Entrepreneurship Education 3, no. 1 (July 28, 2021): 17–21. http://dx.doi.org/10.46776/jaee.v3.79.
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Many arts organizations struggle to find long-term financial sustainability.[1] There are limited opportunities to build sustainable infrastructure and sources of long-term funding as organizations grow.[2] These risks are particularly challenging for organizations beyond the early startup phase that garner excitement and novelty. Single Carrot Theatre followed a traditional path of establishing a central theatre space for their operations, but unfortunately it created financial strain on the organization that almost resulted in permanent closure. With an established culture of innovation and a focus on artistic decision making, the company decided to implement an innovative organizational and artistic pivot. The company has successfully refined their mission to focus on site-specific and community-based theatre making. Although there were problems with public relations and limiting the perceived image of failure, the company was able to successfully retain a large portion of their patrons. Their nomadic structure lessened financial burdens, created an opportunity for new partners and funding sources and reestablished the company's unique brand of innovative theatre making. Early evidence suggests a recommitment of key stakeholders and potential for growing audiences in new ways. This case is designed to highlight how innovative arts entrepreneurs can pivot from traditional models of theatre and innovate financial success while remaining relevant and impactful to their audience.
[1] “The Fundraising Report,” SMU DataArts, accessed January, 14, 2021, https://culturaldata.org/the-fundraising-report/the-fundraising-report-home/.
[2] Ibid.
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Karki, Om Bahadur, Niranjan Kumar Hazra, and Bishwodeep Timilsina. "Cancellation of Elective General Surgical Operations on the Day of Surgery." Journal of Nepal Health Research Council 18, no. 2 (September 7, 2020): 201–4. http://dx.doi.org/10.33314/jnhrc.v18i2.1951.
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Background: Unanticipated cancellation of scheduled elective operations decreases theatre efficiency and is inconvenient to the patients, their families and the medical teams. It creates logistic and financial burden associated with extended hospital stay and repetitions of pre-operative preparations. The aim of this study is to determine the incidence and causes of cancellation of surgical operations in our centre and make recommendations to reduce it.Methods: This was a prospective cross-sectional study carried out over a period of one year in Manipal Teaching Hospital, Pokhara from July 12017 to June 2018. Consecutive sampling method was used. All patients booked for elective surgical procedures were enrolled in the study. The age, gender, diagnosis, proposed surgery and reasons for cancellation were documented and analysed.Results: A total of 794 patients were scheduled for elective surgical operations during the study period and 86 (10.83%) patients’ operations were cancelled. There were 54(62.79%) males and 32 (37.20%) females. Recent change in the medical status of the patient (n=18; 20.9%) was the main reason for cancellation of operation followed by overbooking (n=11; 12.7%), change in plan of management (n=9,10.4%).Conclusions: Avoidable factors are mainly responsible for cancellation of surgeries. Efficient management, pre-operative assessment, utilization of the few available hospital resources, improvement in communication between medical teams and patients would reduce the rate of cancellation of booked surgical procedures.Keywords: Cancellation; efficient management; elective operation.
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De Greiff A., Alexis. "The theatre of operations and the war against SARS-Cov2 and COVID-19." Tapuya: Latin American Science, Technology and Society 3, no. 1 (January 1, 2020): 261–71. http://dx.doi.org/10.1080/25729861.2020.1835226.
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McLay, K. A. J. "Combined operations and the European theatre during the Nine Years' War, 1688-97*." Historical Research 78, no. 202 (November 2005): 506–39. http://dx.doi.org/10.1111/j.1468-2281.2005.00334.x.
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Machniak, Arkadiusz. "Elementy współpracy polskich Wojsk Specjalnych i polskiego kontrwywiadu wojskowego w operacjach typu COIN. Casus Afganistanu." Polityka i Społeczeństwo 18, no. 1 (2020): 119–36. http://dx.doi.org/10.15584/polispol.2020.1.7.
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A COIN operation involves both insurgents and local people. Its main goal is to neutralize all conditions enabling the development of insurgent movements or conducive to their development. In COIN operations, the basic efficiency criterion is the destruction or significant reduction of the opponent’s effectiveness and its ability to use local people for its own purposes. Military counterintelligence is responsible for analyzing the capabilities and organizational structure of the enemy’s reconnaissance system, including terrorist organizations or rebels, and planning undertakings that neutralize enemy activities, achieved, among others by recognizing its capabilities and taking remedial action on this basis. Anti-partisan operations constitute a coordinated effort to combat guerrilla activities in the theatre of war of a varied military, paramilitary, political, economic, psychological, and social character, aimed against insurgents and against their impact on the state and the society.
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Spence, Mark. "Beating Heart Coronary Artery Bypass Grafting: A Theatre Nurse's Perspective." British Journal of Perioperative Nursing (United Kingdom) 10, no. 3 (March 2000): 138–43. http://dx.doi.org/10.1177/175045890001000301.
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Coronary artery bypass graft (CABG) surgery has been going through a time warp. The development of cardiopulmonary bypass (CPB), together with continuing advances in equipment and refinement of techniques, introduced a high level of safety for CABG operations. Recently, however, with pharmacological and technological advances, surgeons have been able to ‘go back in time’ and undertake complex CABG surgery without CPB.
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Armstrong, Gordon. "Theatre as a Complex Adaptive System." New Theatre Quarterly 13, no. 51 (August 1997): 277–88. http://dx.doi.org/10.1017/s0266464x00011271.
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The functioning of human consciousness in interpreting and staging a theatrical performance is, as Gordon Armstrong argues in this article, among the most highly selective and adaptive operations known to physical science. According to this view, the theatre, as a substrate of consciousness, was part of the package that defined modern man as a reflective species: whereas for the first four million years of human existence man was silent about a probable inner life, the dawn of empathy some 200,000 years ago saw a neural explosion – the enlargement of the angular gyrus in the left hemisphere of the brain, unlocking a new kind of reflective consciousness. In isolation, this aberrant neurological connection proved so advantageous for hunting and for communication that members of a tribe who possessed this aberration prospered: and adaptation to the ice ages that began 200,000 years ago was a motivating factor in stimulating the emergence of what we can recognize as art. Gordon Armstrong is immediate past Secretary of the American Society for Theatre Research, and Review Editor for Theatre Research International. He has taught at UCLA, SUNY Stony Brook, and the University of Rhode Island, and has designed and directed productions in San Francisco, Los Angeles, and New York. His full-length works include the revised Golden Ages of the Theatre and Samuel Beckett, W.B. Yeats, and Jack Yeats: Images and Words.
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Sartonen, Miika, Aki-Mauri Huhtinen, Petteri Simola, Kari T. Takamaa, and Veli-Pekka Kivimäki. "A Framework for the Weapons of Influence." International Journal of Cyber Warfare and Terrorism 10, no. 1 (January 2020): 34–49. http://dx.doi.org/10.4018/ijcwt.2020010103.
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The development of communications technology has enabled the internet to become a new theatre of military operations. The influence aspects of military operations in information battlespace, however, are difficult both in theory and in practice, especially concerning international law. As a result, there is a variety of national and organizational solutions of how to divide tasks and responsibilities between authorities. This asymmetry generated by different approaches and rules of conduct provides opportunities for actors with more relaxed interpretation of international law, allowing them to use weapons of influence in order to pursue military goals. In this article the authors ask whether military influence operations, just like cyber operations, could be treated as acts of war. To help militaries address the complex issue of influence operations, a framework consisting of three categories is suggested.
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Stuart, Kari, and Erhan Kozan. "Reactive scheduling model for the operating theatre." Flexible Services and Manufacturing Journal 24, no. 4 (August 4, 2011): 400–421. http://dx.doi.org/10.1007/s10696-011-9111-6.
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Scott, P. J. I. "Non-Battle Injuries presenting to the Force Medical Rehabilitation Team on Operation GRITROCK." Journal of The Royal Naval Medical Service 102, no. 1 (June 2016): 14–18. http://dx.doi.org/10.1136/jrnms-102-14.
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AbstractNon-Battle Injuries (NBI) represent a significant attritional threat to personnel deployed on operations. Operation (Op) GRITROCK involved personnel deployed across both land and maritime environments and was the first deployment of the Primary Casualty Receiving Facility (PCRF) on contingency operations of this type. This article outlines the incidence, demographics and functional outcome of individuals assessed for NBI by the embarked rehabilitation team. A total of 138 injured individuals were assessed over the period Oct 2014 - Mar 2015. ARGUS personnel made up 83.3% (n=115) of the injured population. Most common presentations were low back pain (LBP) (21%) and soft tissue lower limb injuries (14.5%), primarily occurring through individual sport (42.8%) or normal duty (34.8%). The Force Medical Rehabilitation Team (FMRT) effectively retained troops in theatre; although 22.5% (n=31) were considered urgent cases, only one individual required medical evacuation. 53.6% of presentations were exacerbations of a previous injury. Future work will examine the long-term outcome of these injuries.