A review of trench foot:a disease of the past in the present

From the French Invasion of Russia in 1812, to Glastonbury festival in 2007, trench foot has been reported, yet the exact nature of the condition remains unclear. This review explores the pathogenesis and treatment of trench foot. Trench foot is considered to be a nonfreezing cold injury often complicated by infection, in which exposure to cold temperatures just above freezing, combined with moisture, results in a peripheral vasoneuropathy. The presence of physical trauma, bacterial or fungal infections, malnutrition, venous hypertension and lymphoedema mean that some individuals are at greater risk of trench foot. Trench foot may be prevented by warming the feet, changing socks, staying active, rubbing the skin with oil and regularly inspecting the feet. Avoiding risk factors may help prevent the condition. The management of trench foot is less clear. Vasodilators such as iloprost and nicotinyl tartrate or sympathectomy may help. Trench foot may lead to necrosis, cellulitis, sepsis and amputation. It remains a poorly understood condition

Strategic Thinking and Dimensions of Effective Leadership

WOS: 000444687500010The concept of strategic thinking, which becomes a necessity in today's management understanding, requires to think about every issue which is meaningful from strategic point of view. Leadership, on the other hand, appears to be the most important organizational variable providing a basis for this perspective. Strategic thinking provides the managers with the courage to make the right decision at the point they want to get opportunities, the convenience of gaining problem-solving skills and being able to see the big picture and identify threats. In this study, it is aimed to examine the relationship between strategic thinking and leadership and to reveal the areas of interaction according to the basic dimensions of both concepts. In the study, the conceptual framework for strategic thinking and leadership is first presented, and then the relational context is explained. It is understood that the sub-dimensions of strategic thinking and leadership variables are mutually complementary and that the strategic thinking capacity of the organization can be guided through the interaction of two variables in the framework of the findings and evaluations revealed in the study