Search

Background: Little prior research has been conducted regarding resident physicians’ opinions on the subject of Physician Assisted Death (PAD), despite past surveys ascertaining the attitudes of practicing physicians towards PAD in Canada. We solicited British Columbia residents’ opinions on the amount of education they receive about palliative care and physician assisted death, and their attitudes towards the implementation of PAD.Methods: We conducted a cross sectional, anonymous online survey with the resident physicians of British Columbia, Canada. Questions included: close-ended questions, graded Likert scale questions, and comments. Results: Among the respondents (n=299, response rate 24%), 44% received ≥5 hours of education in palliative care, 40% received between zero and four hours of education, and 16% reported zero hours. Of all respondents, 75% had received no education about PAD and the majority agreed that there should be more education about palliative care (74%) and PAD (85%). Only 35% of residents felt their program provided them with enough education to make an informed decision about PAD, yet 59% would provide a consenting patient with PAD. Half of the respondents believed PAD would ultimately be provided by palliative care physicians.Interpretation: Residents desire further education about palliative care and PAD. Training programs should consider conducting a thorough needs assessment and implementing structured education to meet this need.

This paper examines the implementation of education for sustainable development (ESD) within a business school. ESD is of growing importance for business schools, yet its implementation remains a challenge. The paper examines how barriers to ESD's implementation are met through organisational change as a sustainable process. It evaluates change brought about through ESD in a UK-based business school, through the lens of Beer and Eisenstat's three principles of effective strategy implementation and organisational adaptation, which state: 1) the change process should be systemic; 2) the change process should encourage open discussion of barriers to effective strategy implementation and adaptation; and 3) the change process should develop a partnership among all relevant stakeholders. The case incorporates, paradoxically, both elements of a top-down and an emergent strategy that resonates with elements of life-cycle, teleological and dialectic frames for process change. Insights are offered into the role of individuals as agents and actors of institutional change in business schools. In particular, the importance of academic integrity is highlighted for enabling and sustaining integration. Findings also suggest a number of implications for policy-makers who promote ESD, and for faculty and business school managers implementing, adopting and delivering ESD programmes.

The article discusses internet-based communities of practice (CoP), focusing on Usenet newsgroups and analyzing them in terms of sociological constructs such as essential and exemplary traits. The ...