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New Risks for Commercial Building Managers as Covid-19 Restrictions Ease

TASA ID: 2619

Office buildings, “non-essential” stores and malls, some restaurants, university campuses, hotels – there is a long list of buildings that have been idled or had extremely low occupancy for the last month or more. As state governors begin the process to gradually restart the economy and ease restrictions, there are new risks – risks that building managers might not think about.

The Universal Protocol

TASA ID: 16893

Surgical errors happen every day, and lead to numerous types of medical malpractice cases. Most surgical errors are simple things that could have been prevented if all of the members of the operating room team were on the “same page”. Communication in a hectic room with multiple things going on at the same time can often be the root of surgical errors that lead to patient injury.

That is why the Joint Commission for Accreditation on Healthcare Organizations (JACHO) implemented a multi-step practice called “the universal protocol” back in 2003 that is the standard for surgery today. The goal is to perform the right surgery on right site and on the right patient. This requires the surgical team to start implementing this standard from the pre-operative area, then onto surgery.

 

REPUTATION DAMAGE EMANATES FROM ACTIONS AS WELL AS WORDS

“It takes years to build a reputation but only minutes to have it destroyed.”

TASA ID: 2156

For someone who has served as an expert witness in approximately three dozen defamation cases, there is little question that negative communications disseminated in writing (libel) or verbally (slander) or both can be devastating to the image, reputation and/or good will of an individual, business, institution, public sector entity, or any other type of recipient targeted.  Defamation is normally defined as a false statement, published to a third party, that is damaging and is meant to harm and results from negligence, reckless disregard for the truth or malice. 

What Covid-19 Has Taught Us About Leading Through a Crisis

TASA ID: 1056

Leading always has challenges! However, we have never had to lead through a crisis like Covid-19. The past three months have brought challenges like no other. During a time of crisis, leaders are required to lead and manage effectively. Managing the urgent needs of the present and taking decisive actions. Strong leaders guide people to the best possible eventual outcomes, which demand seeing beyond the present in order to anticipate obstacles ahead.

OIL & GAS PIPELINE ACCIDENTS:

Failure Mechanisms in Non-Technical Language

TASA ID: 18867

Oil and gas pipeline construction in the U.S. has grown steadily over the years at a rate of approximately 10,000 miles per year. As of 2019, more than 2.6 million miles of natural gas and 219,000 miles of hazardous liquid pipelines were operating in the United States.

The U.S. Department of Transportation’s PHMSA agency began tracking serious accidents in 2000. The latest failure rates reported by PHMSA show 0.01 failures per 1000 miles for hazardous liquid pipelines, 11 failures per 1,000,000 miles for gas distribution pipelines, and 0.008 failures per 1000 miles of gas transmission pipelines. Despite such low probabilities of failure, accidents do occur often making news due to the spectacular way they fail and the likelihood of deaths and injuries.

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