On the Origin of Linearity and Unitarity in Quantum Theory

We reconstruct the transformations of quantum theory using a physically motivated postulate. This postulate states that transformations should be locally applicable, and singles out the linear unitary maps of pure quantum theory, as well as the completely positive, trace-preserving maps of mixed quantum theory. Notably, in the pure case, linearity with respect to the superposition rule on Hilbert spaces is derived rather than assumed (and without any continuity assumptions)

Causal structure in the presence of sectorial constraints, with application to the quantum switch

Existing work on quantum causal structure assumes that one can perform arbitrary operations on the systems of interest. But this condition is often not met. Here, we extend the framework for quantum causal modelling to cases where a system can suffer \textit{sectorial contraints}, that is, restrictions on the orthogonal subspaces of its Hilbert space that may be mapped to one another. Our framework (a) proves that a number of different intuitions about causal relations turn out to be equivalent; (b) shows that quantum causal structures in the presence of sectorial constraints can be represented with a directed graph; and (c) defines a fine-graining of the causal structure in which the individual sectors of a system bear causal relations, which provides a more detailed analysis than its coarse-grained counterpart. As an example, we apply our framework to purported photonic implementations of the quantum switch to show that while their coarse-grained causal structure is cyclic, their fine-grained causal structure is acyclic. We therefore conclude that these experiments realize indefinite causal order only in a weak sense. Notably, this is the first argument to this effect that is not rooted in the assumption that the causal relata must be localized in spacetime

The effectiveness of strategies to change organisational culture to improve healthcare performance: a systematic review

<p>Abstract</p> <p>Background</p> <p>Organisational culture is an anthropological metaphor used to inform research and consultancy and to explain organisational environments. In recent years, increasing emphasis has been placed on the need to change organisational culture in order to improve healthcare performance. However, the precise function of organisational culture in healthcare policy often remains underspecified and the desirability and feasibility of strategies to be adopted have been called into question. The objective of this review was to determine the effectiveness of strategies to change organisational culture in order to improve healthcare performance.</p> <p>Methods</p> <p>We searched the following electronic databases: The Cochrane Central Register of Controlled Trials, MEDLINE, EMBASE, CINAHL, Sociological Abstracts, Web of Knowledge, PsycINFO, Business and Management, EThOS, Index to Theses, Intute, HMIC, SIGLE, and Scopus until October 2009. The Database of Abstracts of Reviews of Effectiveness (DARE) was searched for related reviews. We also searched the reference lists of all papers and relevant reviews identified, and we contacted experts in the field for advice on further potential studies. We considered randomised controlled trials (RCTs) or well designed quasi-experimental studies (controlled clinical trials (CCTs), controlled before and after studies (CBAs), and interrupted time series (ITS) analyses). Studies could be set in any type of healthcare organisation in which strategies to change organisational culture in order to improve healthcare performance were applied. Our main outcomes were objective measures of professional performance and patient outcome.</p> <p>Results</p> <p>The search strategy yielded 4,239 records. After the full text assessment, two CBA studies were included in the review. They both assessed the impact of interventions aimed at changing organisational culture, but one evaluated the impact on work-related and personal outcomes while the other measured clinical outcomes. Both were at high risk of bias. Both reported positive results.</p> <p>Conclusions</p> <p>Current available evidence does not identify any effective, generalisable strategies to change organisational culture. Healthcare organisations considering implementing interventions aimed at changing culture should seriously consider conducting an evaluation (using a robust design, <it>e.g.</it>, ITS) to strengthen the evidence about this topic.</p

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Letter to the editor