Surveying the Landscape: What is the Role of Machine Translation in Language Learning?Resumen En este trabajo se presentan los resultados de las encuestas realizadas a los estudiantes en la Universidad de Duke (EE.UU.) en relación al uso de la traducción automática (TA) en los cursos de lenguas extranjeras, así como las percepciones del uso de la TA entre los instructores. En primer lugar, se ofrece una visión general del estado de la TA en los medios de comunicación nacionales y en el mundo académico, ofreciendo los investigadores una explicación del interés en la temática. En segundo lugar, se muestran los resultados de las encuestas realizadas entre 2011 y 2012 a los estudiantes e instructores, investigando los patrones de uso en el aprendizaje de idiomas y las percepciones sobre la utilidad de la TA. nuestros resultados ponen en evidencia una gran discrepancia en cuanto a cómo profesores y estudiantes perciben la utilidad de la TA.Palabras clave: traducción automática, tecnología, enseñanza y aprendizaje de lenguas extranjeras, integridad académica, Google Translate | MOnOGRAPh: ThE ADqUISITIOn OF SECOnD LAnGUAGES AnD InnOvATIvE PEDAGOGIES Resum En aquest treball si presenten els resultats de les enquestes realitzades als estudiants a la Universitat de Duke (EUA) pel que fa a l' ús de la traducció automàtica (TA) en els cursos de llengües estrangeres, així com les percepcions de la TA entre els instructors. En primer lloc, es presenta una visió general de l'estat de la TA en els mitjans de comunicació nacionals i també al món acadèmic. A més, els investigadors ofereixen una explicació del seu interès en la temàtica. En segon lloc, es presenten els resultats de les enquestes realitzades entre els anys 2011 i 2012 als estudiants i instructors, investigant els patrons d'us a l'aprenentatge d'idiomes i les percepcions sobre la utilitat de la TA. Les nostres troballes evidencien una gran discrepància entre professors i estudiants pel que fa a la utilitat de la TA en l'aprenentatge de segones llengües.

BACKGROUND The tick-borne pathogen Babesia microti has become recognized as the leading infectious risk associated with blood transfusion in the United States, yet no Food and Drug Administration–licensed screening tests are currently available to mitigate this risk. The aim of this study was to evaluate the performance of an investigational enzyme immunoassay (EIA) for B. microti as a screening test applied to endemic and nonendemic blood donor populations. STUDY DESIGN AND METHODS The study aimed to test 20,000 blood donors from areas of the United States considered endemic for B. microti and 10,000 donors from a nonendemic area with the investigational B. microti EIA. Repeat-reactive samples were retested by polymerase chain reaction (PCR), blood smear, immunofluorescent assay (IFA), and immunoblot assay. In parallel, serum samples from symptomatic patients with confirmed babesiosis were tested by EIA, IFA, and immunoblot assays. RESULTS A total of 38 of 13,757 (0.28%) of the donors from New York, 7 of 4583 (0.15%) from Minnesota, and 11 of 8363 (0.13%) from New Mexico were found repeat reactive by EIA. Nine of the 56 EIA repeat-reactive donors (eight from New York and one from Minnesota) were positive by PCR. The specificity of the assay in a nonendemic population was 99.93%. Among IFA-positive clinical babesiosis patients, the sensitivity of the assay was 91.1%. CONCLUSION The B. microti EIA detected PCR-positive, potentially infectious blood donors in an endemic population and exhibited high specificity among uninfected and unexposed individuals. The EIA promises to provide an effective tool for blood donor screening for B. microti in a format amenable to high-throughput and cost-effective screening.

Introduction The number of deaths in the United States related to medical errors remains unacceptably high. Further complicating this situation is the problem of underreporting due to the fear of the consequences. In fact, the most commonly reported cause of underreporting worldwide is the fear of the negative consequences associated with reporting. As health care organizations along the journey to high-reliability strive to improve patient safety, a concerted effort needs to be focused on changing how medical errors are addressed. A paradigm shift is needed from immediately assigning blame and punishing individuals to one that is trusting and just. Staff must trust that when errors occur, organizations will respond in a manner that is fair and appropriate. Materials and Methods An extensive review of the literature from 2017 until January 2022 was conducted for the most current evidence describing the principles and practices of “just culture” in health care organizations. Additionally, recommendations were sought on how health care organizations can go about implementing “just culture” principles. Results Twenty sources of evidence on “just culture’ were retrieved and reviewed. The evidence was used to describe the concept and principles of “just culture” in health care organizations. Furthermore, five strategies for implementing “just culture” principles were identified. Conclusions Improving patient safety requires that high-reliability organizations strive to ensure that the culture of the organization is trusting and just. In a trusting and just culture, adverse events are recognized as valuable opportunities to understand contributing factors and learn rather than immediately assign blame. Moving away from a blame culture is a paradigm shift for many health care organizations yet critically important for improving patient safety.

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T he transition from nursing student to RN has frequently been a source of great anxiety for new practitioners. Recognizing that this transition requires some thoughtful interventions, the VA Boston Healthcare System (VABHS) decided to develop a program in which new graduate nurses can gain the skills they need while remaining in a relatively protected environment. The plan was to bring in a group of new graduates as a cohort and develop a program that would allow them time to gain the clinical and critical-thinking skills needed to become contributing members of our healthcare team. The new graduates would be mentored for a period of 3 months to assess how the grouping effect would shape their acclimation into our facilities.The VABHS is the largest consolidated tertiary care facility in the New England Veterans Integrated Services Network. The Veterans Affairs (VA) Boston facility includes three main divisions at Jamaica Plain, West Roxbury, and Brockton, as well as six community-based outpatient clinics. In addition to affiliations with Harvard and Boston University Schools of Medicine, the VABHS is affiliated with numerous schools of nursing and other allied health professions. Despite the wealth of options for practicing nursing in the Boston area, the VABHS had historically been highly successful with nurse recruitment, but also saw the advantages of having the fresh outlook and energy of new graduates. We received over 40 applications from new graduates in May 2008, and it was immediately clear that dealing with such a large group all at once required an innovative interviewing process. When we looked at streamlining the ways in which new graduates are acclimated into our system, one noticeable fact stood out. The standard procedure of a nurse recruiter sending single candidates to individual nurse managers for consideration seemed inefficient, and new hiring practices would be essential to the success of our new graduate nurse program. The initial processThe résumés of new graduates were routed through the deputy nurse executive's office, and 25 candidates were chosen for initial interviews. Among the chief factors considered in the initial screening process was medicalrelated experience, such as work history as a certified nursing assistant or any clinical rotations at a VA site. The program's cocoordinators (the clinical resource nurse for medical-surgical areas and the nurse manager of a medical/oncology ward at the West Roxbury facility) designed the program from its inception and joined the deputy nurse executive on what would become a threeperson interview panel. The goal of this panel approach was to ensure that each candidate underwent the same interview process.To guarantee uniformity, we devised a tool with directed questions, rehearsing who would ask each question and who would describe the next steps to each candidate.The new graduate nurse program has proven to be a phenomenal step toward reconsidering how new nurses are hired and trained.