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Keynes vs, Hayek rap.  And who said economists couldn’t do hip-hop…ok this isn’t proof that they can

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taitran:

City Night

taitran:

City Night

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Noah's Ark

The Lord spoke to Noah and said, “In six months I am going to make it rain until the whole world is covered with water and all the evil things are destroyed. But I want to save a few good people and two of every living thing on the planet. I am ordering you to build an ark.” And, in a flash of lightning, he delivered the specifications for the ark. “OK,” Noah said, trembling with fear and fumbling with the blueprints, “I’m your man.” 

Six months passed, the sky began to cloud up, and the rain began to fall in torrents. The Lord looked down and saw Noah sitting in his yard, weeping, and there was no ark.

“Noah!” shouted the Lord, “Where is My ark?” A lightning bolt crashed into the ground right beside Noah.

“Lord, please forgive me!” begged Noah. “I did my best, but there were some big problems. First, I had to get a building permit for the ark’s construction, but Your plans did not meet their code. So, I had to hire an engineer to redo the plans, only to get into a long argument with him about whether to include a sprinkler system.

“My neighbors objected, claiming that I was violating zoning ordinances by building the ark in my front yard, so I had to get a variance from the city planning board.

“Then, I had a big problem getting enough wood for the ark, because there was a ban on cutting trees to save the spotted owl. I tried to convince the environmentalists and the U.S. Fish and Wildlife Service that I needed the wood to save the owls, but they wouldn’t let me catch them, so no owls.

“Next, I started gathering up the animals but got sued by an animal rights group that objected to me taking along only two of each kind.

“Just when the suit got dismissed, the EPA notified me that I couldn’t complete the ark without filling out an environmental impact statement on Your proposed flood. They didn’t take kindly to the idea that they had no jurisdiction over the Supreme Being. Then, the Corps of Engineers wanted a map of the proposed flood plan. I sent them a globe!

“Right now, I’m still trying to resolve a complaint with the Equal Opportunities Commission over how many minorities I’m supposed to hire. The IRS has seized all my assets claiming that I am trying to leave the country, and I just got a notice from the state that I owe some kind of use tax. Really, I don’t think I can finish the ark in less than five years.”

With that, the sky cleared, the sun began to shine, and a rainbow arched across the sky. Noah looked up and smiled. “You mean you are not going to destroy the world?” he asked hopefully.

“No,” said the Lord. “The government already has.”

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jayparkinsonmd:

Here’s a helpful tip. Next time you have surgery, ask the surgeon one simple question:
Will you use checklists as part of the procedure?
There are 40,000 commercial flights in America every day. And planes rarely, rarely crash. 100,000 people die in America every year due to medical errors. That’s the equivalent of a jumbojet with 273 people inside crashing every day. Minimize your risk when you enter our nation’s healthcare system. Print this checklist out and bring it to your doctor. Then ask the question. If they don’t use checklists, demand that they do in your case or find an institution that does.
For more information, see this article by Atul Gawande:

Pronovost recruited some more colleagues, and they made some more checklists. One aimed to insure that nurses observe patients for pain at least once every four hours and provide timely pain medication. This reduced the likelihood of a patient’s experiencing untreated pain from forty-one per cent to three per cent. They tested a checklist for patients on mechanical ventilation, making sure that, for instance, the head of each patient’s bed was propped up at least thirty degrees so that oral secretions couldn’t go into the windpipe, and antacid medication was given to prevent stomach ulcers. The proportion of patients who didn’t receive the recommended care dropped from seventy per cent to four per cent; the occurrence of pneumonias fell by a quarter; and twenty-one fewer patients died than in the previous year. The researchers found that simply having the doctors and nurses in the I.C.U. make their own checklists for what they thought should be done each day improved the consistency of care to the point that, within a few weeks, the average length of patient stay in intensive care dropped by half.
The checklists provided two main benefits, Pronovost observed. First, they helped with memory recall, especially with mundane matters that are easily overlooked in patients undergoing more drastic events. (When you’re worrying about what treatment to give a woman who won’t stop seizing, it’s hard to remember to make sure that the head of her bed is in the right position.) A second effect was to make explicit the minimum, expected steps in complex processes. Pronovost was surprised to discover how often even experienced personnel failed to grasp the importance of certain precautions. In a survey of I.C.U. staff taken before introducing the ventilator checklists, he found that half hadn’t realized that there was evidence strongly supporting giving ventilated patients antacid medication. Checklists established a higher standard of baseline performance.

jayparkinsonmd:

Here’s a helpful tip. Next time you have surgery, ask the surgeon one simple question:

Will you use checklists as part of the procedure?

There are 40,000 commercial flights in America every day. And planes rarely, rarely crash. 100,000 people die in America every year due to medical errors. That’s the equivalent of a jumbojet with 273 people inside crashing every day. Minimize your risk when you enter our nation’s healthcare system. Print this checklist out and bring it to your doctor. Then ask the question. If they don’t use checklists, demand that they do in your case or find an institution that does.

For more information, see this article by Atul Gawande:

Pronovost recruited some more colleagues, and they made some more checklists. One aimed to insure that nurses observe patients for pain at least once every four hours and provide timely pain medication. This reduced the likelihood of a patient’s experiencing untreated pain from forty-one per cent to three per cent. They tested a checklist for patients on mechanical ventilation, making sure that, for instance, the head of each patient’s bed was propped up at least thirty degrees so that oral secretions couldn’t go into the windpipe, and antacid medication was given to prevent stomach ulcers. The proportion of patients who didn’t receive the recommended care dropped from seventy per cent to four per cent; the occurrence of pneumonias fell by a quarter; and twenty-one fewer patients died than in the previous year. The researchers found that simply having the doctors and nurses in the I.C.U. make their own checklists for what they thought should be done each day improved the consistency of care to the point that, within a few weeks, the average length of patient stay in intensive care dropped by half.

The checklists provided two main benefits, Pronovost observed. First, they helped with memory recall, especially with mundane matters that are easily overlooked in patients undergoing more drastic events. (When you’re worrying about what treatment to give a woman who won’t stop seizing, it’s hard to remember to make sure that the head of her bed is in the right position.) A second effect was to make explicit the minimum, expected steps in complex processes. Pronovost was surprised to discover how often even experienced personnel failed to grasp the importance of certain precautions. In a survey of I.C.U. staff taken before introducing the ventilator checklists, he found that half hadn’t realized that there was evidence strongly supporting giving ventilated patients antacid medication. Checklists established a higher standard of baseline performance.

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