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In this article, the author argues that the actions characteristic of stitching can be usefully considered within the context of actions that are linked with notions of performance and the performative. Against the theories of French philosopher Jacques Lacan, the act of stitching as a material articulation of signifiers is considered as a marking of signification, embodying metonymic actions that have the power to effect a gestural form of utterance.

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The costs and benefits of certification for behavior analytically oriented organizational behavior managers were presented, and because both costs and benefits are at least partially dependent on the details of specific certification processes, a description of the process adopted by the Association for Behavior Analysis was provided. In assessing the advisability of certification in this area, a number of concerns were addressed including: the validity of the performance standards adopted; implications for the development of the field; the financial costs of the certifying mechanism; the athority of the certifying body; consumer protection; self protection; and self regulation. It was concluded that further attempts to define the area of Organizational Behavior Management (OBM) and to describe effective OBM practices would be of value to practitioners working in this area and to consumers of their services. [ABSTRACT FROM PUBLISHER]

Presents a survey to characterize patient-based research in a large academic pediatric centre to examine measures of research activity and productivity among 44 clinical programs. Methods used during the survey; Results of the survey; Discussion on the results.

Problem Being Addressed: Patients in a family practice had to wait 6 weeks for an appointment., Objective of Program: To improve patient care by facilitating access to timely appointments., Program Description: An FP from Halifax, NS, implemented advanced access in her practice. Advanced access is a same-day booking system, which has been shown to reduce or eliminate patient backlogs without the addition of resources. Theoretically, it can be put into effect in any practice with a stable backlog (which indicates that supply and demand are well matched). The first step to implement the advanced access system was to clear the existing appointment backlog. During a 6-week "boot camp" period, all prebooked patients and patients who called requesting same-day appointments were seen (between 50 and 60 patients per day). Same-day appointment rules apply to almost all patients. Staff begin accepting calls at 8:00 AM, and patients request the most convenient time available., Conclusion: Baseline and postimplementation data are not available, as this was not a formal research study. Nevertheless, this FP from Halifax who implemented advanced access experienced the following in her practice: elimination of patient backlog, fewer no-shows, patients' happiness with the system, increase in physician and staff morale, and stability in physician income. Formal feasibility studies and research evaluating patient outcomes, cost effectiveness, and physician and patient satisfaction in a variety of practice settings would help Canadian FPs decide if same-day booking could be successfully implemented in their practices.