How about this: Become the self you’d be proud to be. Hang out with people and ideas that help you become that self. Act like that self every chance you get.

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𝗕𝗲 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳
by Seth Godin

Which self?

The self you were when you were two years old, almost out of diapers?

The self you were when you were screaming with the fans at the big game?

The self you were after a long night?

(1/2)

Randomized Trial of a Generative AI Chatbot for Mental Health Treatment Generative artificial intelligence (Gen-AI) chatbots hold promise for building highly personalized, effective mental health treatments at scale, while also addressing user engagement and retention ...

Do you ever debrief yourself with an AI agent (such as ChatGPT)?
Do you ever discuss your mental health with an AI agent?
After a tough shift. Or when things get tough. And you just need to talk.
I do.

🗣️🤖
#EMedsky #EMsky #Medsky

ai.nejm.org/doi/full/10....

🚨 AfJEM Webinar Alert! 🚨

📖 Want to get published? Join us on March 26, 2025, at 1 PM CAT (GMT+2) for expert tips on mastering article writing! 📝✨

🔗 Click to register researcheracademy.elsevier.com/workshop/b6416c1f-085b-4...

#AfJEM #GettingPublished

People who can’t handle criticism are unfit to lead.

Weak leaders fear dissent as a threat to their power. They silence their critics to shield their egos.

Strong leaders welcome dissent as an opportunity for growth. They silence their egos to learn from their critics.

The hallmark of expertise is no longer how much you know. It's how well you synthesize.

Information scarcity rewarded knowledge acquisition. Information abundance requires pattern recognition.

It's not enough to collect facts. The future belongs to those who connect dots.

No one envisions a future that’s defined by instability, declining opportunities, and a world where "least-worst" is the best we can hope for.

But here we are.

🌍 🌏 🌎 🎯

▶️ playlist for:
𝗧𝗵𝗲 𝗙𝗼𝗿𝗲𝗶𝗴𝗻 𝗚𝗮𝘇𝗲

open.spotify.com/playlist/5K5...

No extra points for being the one and only one in your category.

✨🦄✨ 🏥🚑🚑🚑 🚑...

3/3

bsky.app/profile/codi...

𝘐𝘮𝘱𝘰𝘴𝘴𝘪𝘣𝘭𝘦 is a very large set of situations. But once something is possible, it’s unusual for there to be only one way.

✨ 𝗜𝗳 𝘆𝗼𝘂’𝗿𝗲 𝗹𝗼𝗼𝗸𝗶𝗻𝗴 𝗳𝗼𝗿 𝗮𝗻 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝗶𝗻𝗴 𝗽𝗿𝗼𝗷𝗲𝗰𝘁, 𝗮 𝘂𝘀𝗲𝗳𝘂𝗹 𝘀𝗵𝗼𝗿𝘁𝗰𝘂𝘁 𝗶𝘀 𝗳𝗶𝗻𝗱𝗶𝗻𝗴 𝘀𝗼𝗺𝗲𝗼𝗻𝗲 𝘄𝗵𝗼 𝗵𝗮𝘀 𝗮𝗹𝗿𝗲𝗮𝗱𝘆 𝗱𝗼𝗻𝗲 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝘀𝗶𝗺𝗶𝗹𝗮𝗿 𝗮𝗻𝗱 𝘁𝗵𝗲𝗻 𝗮𝗹𝘁𝗲𝗿𝗶𝗻𝗴 𝗼𝗿 𝗶𝗺𝗽𝗿𝗼𝘃𝗶𝗻𝗴 𝗶𝘁 ✨

2/3

𝗧𝗵𝗲 𝗹𝗼𝗻𝗲𝗹𝘆 𝘂𝗻𝗶𝗰𝗼𝗿𝗻
... 𝘧𝘳𝘰𝘮 𝘚𝘦𝘵𝘩 𝘎𝘰𝘥𝘪𝘯

If there’s at least one unicorn in the world, it’s likely not the only one.

And if one can make a valid English word from seven Scrabble tiles, it’s likely that more than one word can be found.

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𝗔𝘁𝘁𝗲𝗻𝘁𝗶𝗼𝗻 𝗮𝘀𝗽𝗶𝗿𝗶𝗻𝗴 𝗮𝘂𝘁𝗵𝗼𝗿𝘀

Aspirant African EM authors who either have a dissertation to publish, or a first time research publication

An hour long webinar, with pointers and pearls, key resources and Q&A

Register here: researcheracademy.elsevier.com/workshop/b64...

#Medsky #EMedsky #EMsky

🌍📝🤓

I sat in the audience at Africa's first emergency medicine conference in South Africa in 2011 when Joe O'Neil related in a keynote how PEPFAR came about.
Joe wrote this editorial for @afjem.bsky.social, a journal I edited at the time.
Well worth a read.
😢
www.sciencedirect.com/science/arti...

The loudest voices rarely represent the majority. They're usually speaking for the extremes.

You won't understand the views of a group until you've invited the quieter voices into the discussion.

Don't mistake silence for disengagement. It's often a sign of deep reflection.

Productivity is overrated. What counts most is the quality of output, not the quantity.

People may be impressed by the volume you produce, but impact depends on the value you create.

Success is not about getting more things done. It's about doing more worthwhile things well.

If you found this thread useful, please comment, like and follow.

🏥🚑🚑🚑 🚑... 🚑...

.../end

bsky.app/profile/codi...

My guess is that as long as incentives and consequences remain misaligned, ambulance handovers will likely remain challenged

❓Does the hypothesis align with your observations?
❓Or do you think other factors play a bigger role?
❓What would introduce natural consequences for inpatient teams?

.../7

The natural consequence of access block falls on A&E teams, ambulance teams and patients, not the responsible teams, meaning there is less direct urgency for those responsible for bed availability to act.

I call this the:
⭐Misaligned Consequences Hypothesis⭐

.../6

So who then is responsible for admission access?
🏥 Inpatient teams: discharging patients efficiently and making beds available.
📋 Hospital management: ensuring smooth patient flow.
🏘️ Community care services: providing reliable out-of-hospital healthcare services.

.../5

Who does experience the direct consequence?
😷 A&E teams: crowding, patient backlogs, and strained staff.
🚑 Ambulance crews: stuck waiting outside hospitals instead of responding to new emergencies.
🤕 Patients: delayed treatment and worse health outcomes.

.../4

One major reason this persists is because the teams with agency over inpatient beds do not directly experience any of the direct consequences of access block.
🏥✂️ | 🚑

.../3

The issue of ambulance handover delay in the NHS is largely a symptom of access block, where admitted patients cannot be moved from A&E due to the weak availability of inpatient beds.
🏥🫸🚶🚶🚶🚶

.../2

On misaligned incentives and consequences in urgent and emergency care (UEC)
🏥🚑🚑🚑 🚑... 🚑...

.../thread

#Medsky #EMedsky #EMsky

If you found this thread useful, please comment, like & follow

.../end

🏥👉 👜🎒🛍️🚑 👎

bsky.app/profile/codi...

True productivity requires clear role boundaries, better interdepartmental coordination and proper resource allocation, so that every specialty team can handle its own specialised workload effectively.

⚙️ 🏥🚑🚑🚑 🚑...

.../7

🤕 3. Wasting Specialist Skills: emergency clinicians spending time on non-emergency tasks lead to suboptimal patient care.

🥵 4. Increasing Burnout: constantly stretching beyond core roles lead to staff fatigue and decreased overall performance.

🏥👉 👜🎒🛍️🚑 👎

.../6

👈 1. Diverting Focus: taking time away from core emergency care leads to longer waiting times and reduced efficiency.

📈 2. Causing Bottlenecks: overloading A&E with non-urgent tasks slows down patient flow and increases overcrowding.

.../5

Shifting specialised responsibility to an overburdened, less specialised service is just as unproductive as it sounds on paper.

Using A&E as an example, specialised responsibilities passed on from specialties reduce A&E productivity by:

.../4

Specialty productivity is not improved by shifting specialised responsibility to less specialised services.

Although this improves the specialty's efficiency, it reduces the less specialised service's efficiency, and system productivity overall.

😇👉 👜🎒🛍️😫 👎

.../3