BackgroundRestless legs syndrome (RLS) is a neurological disorder with a lifetime prevalence of 3-10%. in European studies. However, the diagnosis of RLS in primary care remains low and mistreatment is common.MethodsThe current article reports on the considerations of RLS diagnosis and management that were made during a European Restless Legs Syndrome Study Group (EURLSSG)-sponsored task force consisting of experts and primary care practioners. The task force sought to develop a better understanding of barriers to diagnosis in primary care practice and overcome these barriers with diagnostic and treatment algorithms.ResultsThe barriers to diagnosis identified by the task force include the presentation of symptoms, the language used to describe them, the actual term "restless legs syndrome" and difficulties in the differential diagnosis of RLS.ConclusionThe EURLSSG task force reached a consensus and agreed on the diagnostic and treatment algorithms published here.
This paper represents a review of current opinion and information on the effective diagnosis of restless legs syndrome (RLS) in a primary care setting. RLS can be a distressing condition--it can cause serious sleep disturbance and has a significant impact on quality of life comparable to that of depression or type 2 diabetes. The prevalence of adults whose RLS is severe enough to warrant medical advice has been estimated to be approximately 3%, but only a small proportion of these patients currently report having been diagnosed in primary care, despite stating that they have presented to their GP. The benefits of increased understanding of the symptoms of RLS and how patients present in primary care are discussed, with emphasis on how this will help GPs more effectively diagnose and manage the patients affected. Guidelines on how to diagnose RLS in a primary care setting are given--when a patient presents with sleep disturbance, RLS should be routinely considered and, where existing, be readily diagnosed in a primary care setting on the basis of the patient's clinical history, a physical examination and with the aid of four questions based on the International RLS Study Group (IRLSSG) four essential diagnostic criteria.
In times of rapid change, how can we support managers to meet professional challenges successfully? How can each manager become an effective change agent? How can we promote professional development at all levels and improve communication skills appropriate for the different audiences with whom they must interface? This study explores emotional intelligence (EQ) as a key to unlocking managerial performance in volatile, uncertain, complex, and ambiguous (VUCA) corporate environments. Through a graduated and structured process that started in 2017, UCB Pharma Spa, a multinational pharmaceutical company, decided to invest in a pilot to develop the social and emotional skills of organizational members, from senior managers to staff associates. An action learning and change management model was used to design and facilitate the program intervention. Individual EQ and artificial intelligence (AI)-driven team assessments were used to target development efforts, as well as gather pre- and post-program data. The result was significant improvement in the quality of teamwork and people engagement, demonstrated by an increase in relational efficiency in 98% of cases.
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