Omsorg for døende

Denne studien omhandler sykepleiers omsorg til døende pasienter på sykehus. Formålet med oppgaven var å finne ut hvordan man som sykepleier kan gi pasienten best mulig omsorg. Jeg har tatt utgangspunkt i sykepleiers oppgave om å gi omsorg til døende pasienter, som er Jehovas Vitner, innlagt på sykehus og som har takket nei til livreddende blodoverføring som følge av deres religiøse livssyn. Grunnlaget for oppgaven var observasjoner opplevd i praksis. Både pensum, fag og forskningslitteratur er tatt i bruk i denne studien. Forskning viser at sykepleiere generelt ikke har så mye kjennskap til Jehovas Vitner, noe som kan føre til usikkerhet. Tidligere studier viser også at flere helsepersonell ikke respekterer pasientens ønske om ikke å motta blod, og gir det mot pasientens vilje. Konklusjonen av studien viser at for å gi den omsorgen Jehovas Vitner trenger i en slik situasjon er det viktig at sykepleier viser forståelse og respekt for pasientens beslutning om å ikke motta blod. Sykepleier og helsepersonell må også være klar over pasientens juridisk og etiske rett til å takke nei

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ADP 6-22 establishes and describes the Army profession and the associated ethic that serve as the basis for a shared professional identity. It establishes and describes what leaders should be and do. Having a standard set of leader attributes and core leader competencies facilitates focused feedback, education, training, and development across all leadership levels. ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge

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Beginning in 2008, the first of three major crises hit the nation and had global implications and effects, including significant ones for the legal profession. Those crises were the financial crisis of 2008, followed by the social justice movements reflecting outrage at several highly-publicized police killings of Black men and women, and, most recently, the 2020-2022 COVID-19 pandemic. The crises created significant challenges for lawyers and legal institutions but they also created opportunities for enhanced access to justice, more efficient law organization practices, and new workplace requirements. The Article considers several difficult questions about where the legal profession is at following these events and whether it has learned to anticipate inevitable, future crises. To do so will require effective, sustained and thoughtful leadership throughout the legal profession including the judiciary, law firms and law schools. The Article envisions a “new normal” where effective leadership in managing crises and leading clients and law organizations through those challenges is practiced across the profession

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