Leadership barriers

Prior to 1940 there was little or no education directed toward polymer chemistry. With the contributions of Carothers and others that transformed the practice of polymers into a science, and with the leadership of Herman Mark and others (informal graduate and postgraduate), polymer education took root but rapid expansion and general acceptance by more traditionally oriented academic institutions was slowed by many barriers. Only since 1974 has there been a concerted effort to include education in the basic concepts of polymer chemistry into the undergraduate curriculum. 

The conference provided a foram for pharmacists to discuss the past, present, and future of clinical pharmacy. Even though the conference occurred in 1985, many of the conclusions reached still apply to practice today. For instance, some of the barriers identified with respect to leadership and substantiation of the value of clinical pharmacy services still exist. Also, there continues to be a need to educate the public and gain the support of other healthcare professionals for clinical pharmacy practice. 

As the American companies focused on specialty chemicals, their European counterparts—primarily the Rhine Valley companies—continued to serve multiple major markets. Following World War I, the German Big Three quickly returned to world markets under the leadership of I. G. Farben, as did the Swiss with their comparable Basel AG. Neither the British nor the French responses of the 1920s—the formation of Imperial Chemical Industries (Id) and the merger of Rhone and Poulenc—proved able to surmount the quickly restructured barriers. 

Complex systems require multiple barriers in place to ensure operations remain safe. The ongoing effectiveness of such systems depends on those with responsibility for decision making to maintain their collective ability to recognise developing problems before they become critical. This section proposes three ways in which company management could have provided more effective leadership on these issues and thus have made an accident such as the blowout of tbe Hi well a much more remote possibility. 

The next step is to make it actionable. As the first generation of supply chain pioneers retire, and new leadership teams form, a barrier for the organizational leaders is challenging the status quo. 

We used to think that individual human error was a major cause of medical accidents. We learned that this is rarely the case. The human tendency to assign error as cause and place blame is universal and cross-cultural, a tremendous barrier to safety. When an accident does occur, aU the victims—the patient, the family, and the providers need support, disclosure, and accountable leadership. The focus of investigating accidents is on system breakdowns, not on individual error. 

Executive governance council Divisional leadership Overcoming internal barriers to supply chain initiatives Goal-oriented application of resources, optimal capacity... 

These are a few of the reasons why a near miss incident quickly vaporizes away and doesn t get captured. The most common barrier to reporting of near miss incidents is the perception that nothing happened, and the other all-time challenge, to the leadership, Nothing will be done, so why waste time to report it ... 

The team is designed to break down any barriers that may exist between production, maintenance, employees, and the leadership team. To close this potential gap, the team uses a peer-to-peer approach to ensure that the safety-related hazard and associated risk is assessed. The intent is to involve the employee, ensure that the work order is valid, and that the hazard and associated risk is vaUd and needs to be corrected. When the work order is completed, a member of the follow-up team discusses the issue/conditions with the employee who requested a hazardous issue be corrected. If the employee agrees with the correction, then the work order is signed off and closed. 

This individual must be able to overcome barriers that may occur during implementation of JHAs and reinforce the leadership team s commitment to the process. A variety of methods and procedures would be used by the JHA administrator, such as ... 

Other actors have included in the definition of the organizational barriers aspects such as leadership, cooperation and competence. These are aspects that will influence the technical and opera-... 

We believe that the following elements are central in barrier management as fundament for learning. That is competence, communication and workload, physical working environment and leadership. 

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