The midbrain reticular formation is a mosaic of diverse GABAergic and glutamatergic neurons that have been associated with a variety of functions, including the regulation of sleep. However the molecular characteristics and development of the midbrain reticular formation neurons are poorly understood. As the transcription factor Gata2 is required for the development of all GABAergic neurons derived from the embryonic mouse midbrain, we hypothesized that the genes expressed downstream of Gata2 could contribute to the diversification of GABAergic neuron subtypes in this brain region. Here, we show that Gata2 is indeed required for the expression of several lineage-specific transcription factors in post-mitotic midbrain GABAergic neuron precursors. These include a homeodomain transcription factor Nkx2-2 and a SKI family transcriptional repressor Skor2, which are co-expressed in a restricted group of GABAergic precursors in the midbrain reticular formation. Both Gata2, and Nkx2-2 function is required for the expression of Skor2 in GABAergic precursors. In the adult mouse as well as rat midbrain, the Nkx2-2 and Skor2 expressing GABAergic neurons locate at the boundary of the ventrolateral periaqueductal gray and the midbrain reticular formation, an area shown to contain REM-off neurons regulating REM sleep. In addition to the characteristic localization, the Skor2 positive cells increase their activity upon REM sleep inhibition, send projections to the dorsolateral pons, a region associated with sleep control, and are responsive to orexins, consistent with the known properties of the midbrain REM-off neurons.

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The article discusses the importance of risk assessment in crisis management. The process of identifying potential problems and threats in organizations of various forms of ownership is described, which includes an analysis of the external environment, financial performance, competitive environment and production capabilities. The author characterizes the main aspects of the study of the competitive environment and its significance in anti-crisis management, including the analysis of the market and competitors, the assessment of production capabilities and the problem of adaptability of managerial and technological practices. The process of assessing the external environment of the organization within the framework of anti-crisis management is formulated. Various methods are used to analyze the external environment of the assessment, including SWOT analysis, PEST analysis, and analysis of the economic, social, political and technological environment. It emphasizes the need to predict possible changes in the future and use various tools, including expert judgment, scenario planning and trend analysis. The analysis of financial indicators is illustrated as a risk assessment option that allows you to determine the financial stability of the organization, identify possible pre-crisis problems and make management decisions aimed at improving the financial condition of the organization and preventing crisis situations. Criteria for assessing production capabilities are identified, such as the efficiency of resource use and the degree of automation of production, as well as a phased anti-crisis management plan, which includes the development of a strategy, the installation of a monitoring and control system, the development of plans and scenarios for action in a crisis, ensuring the financial stability of the company and creating an effective communications. The direction of the company’s anti-crisis management in overcoming crisis situations and successful functioning in changeable market conditions is argued.