This algorithm can accurately predict when patients are going to die

This algorithm can accurately predict when patients are going to dieThis algorithm can accurately predict when patients are going to dieCan you teach an algorithm to know when you are most likely to die? One Stanford University research team is answering yes, reporting in a new paper that they have taught an algorithm to predict patient mortality with startlingly high accuracy.Having an algorithm know your expiration date can sound like a dystopian concept, but the Stanford researchers said that they created the algorithm to benefit patients and doctors by improving the end-of-life care for ill patients. The researchers cited past studies that found the overwhelming majority of Americans would prefer to spend their brde days at home if possible, but only 20% get that wish realized. Instead of getting to spend their final days at home, up to 60% of patients spend their last days in the hospital receiving aggressive medical treatments.Looking for an inspiring way to start your day? Sig n up forMorning MotivationIts our friendly Facebook robot that will send you a quick note every weekday morning to help you start strong. Sign uphereby clicking Get StartedBy creating a deep learning algorithm to predict patient mortality, doctors can better inform patients about their end-of-life options before it is too late, allowing more patients to get their spiritual and cultural final wishes met, the paper argues.Research Theres an algorithm that can predict patient mortality for critically ill patientsTo train itself and make its predictions, the algorithm was given the electronic health records of about 2 million patients from two hospitals between 1995 and 2014. From there, the researchers identified around 200,000 patients suitable to be studied, and selected a smaller group of 40,000 patient case studies to be analyzed. The algorithm was then given the following marching order Given a patient and a date, predict the mortality of that patient within 12 months from that da te.Related from LaddersNew study This is the one emaille mistake thats unforgivable (dont let t happen to you)6 things not to say in a job interviewThese are the 9 most annoying phrases people use at work, according to a new surveyThe results were highly accurate.Nine out of 10 patients died within the 3-12 month window the algorithm predicted they would die in.Relax, doctors wont be losing their jobs to machinesBut the algorithm is not going to be replacing doctors anytime soon. The algorithm could only predict when selected patients were going to die, but not why or how. The scale of data available allowed us to build an all-cause mortality prediction model, instead of being disease or demographic specific, Anand Avati, a PhD candidate at Stanfords AI Lab and one of the authors of the paper, said.For palliative care physicians, the algorithms focus on the timeline is still useful since their work focuses beyond the initial patient diagnosis and why someone is sick. If patients are told about their mortality after the three-month window, its too late to start proper end-of-life care, while being told more than a year out is too early to prepare for palliative care.But more and more professionals need to learn to work with AIThe researchers said that doctors are still needed to fairly interpret the algorithms probability scores for both ethical and medical reasons. We think that keeping a doctor in the loop and thinking of this as machine learning plusthe doctor is the way to go as opposed to blindly doing medical interventions based on algorithms, Kenneth Jung,one of the authors of the paper,said.Commenting on the AI-based ordnungsprinzips power,physician Siddhartha Mukherjee said, Like a child who learns to ride a bicycle by trial and error and, asked to articulate the rules that enable bicycle riding, simply shrugs her shoulders and sails away, the algorithm looks vacantly at us when we ask, Why? It is, like death, another black box.

How to be someone that everyone wants to work with

How to be someone that everyone wants to work withHow to be someone that everyone wants to work withToxic work environments can make you feel like youre running on empty your performance suffers, you have feelings of extreme anxiety, and end up bringing your heavy heart homeonly to lash out at those you loveafter work.Pair this with working crazy hours, and youve got a recipe for disaster. Americans work too much its a fact. A 2014 Gallup survey found that full-time workers in the U.S. reported working 47 hours a week on average. The same survey found that half of all full-time employees reported they usually work more than 40 hours, and almost four in 10 said they work a minimum of 50 hours.No matter what your hours are,youcant control everything at work- but you do have the power to react positively to whatever comes your way, andencourage others to do the same. Not only will you lift your own mood and build resilience, which is a key skill to rising in your career, but youll also gain a reputation that will make you sought-after.Heres how to reap the benefits of positivity, while still being a real human who has to confront bad days.Focus on what you can controlDont get too caught up in thatsarcastic response the office snark gave your presentation during the team meeting,or the fact that your manager didnt quit grasp your vision for your latest project the way you thought he or she would.How others think and behave will always be up to them (even if its far from nice). Instead of worrying, come up with a way to move forward. Youre in control of how you react to discouragement or being provoked. Why is that a useful reminder? Because remembering your ownautonomy make you a stronger performer.Follow the golden ruleTreat others how you want to be treated. In other words, be kind.Emma Seppala and Kim Cameron wrote about the impact of positive work environments on productivity in the Harvard Business Review.Engagement in work - which is associated with feeling valued, secure, supported, and respected - is generally negatively associated with a high-stress, cut-throat culture, they wrote. Similarly, Google found thatpsychological safety is the key to an effective team.the safer team members feel with one another, the more likely they are to admit mistakes, to partner, and to take on new roles, Google wrote. Being kind and making others feel comfortable around you should make things run more smoothly.Get to know your co-workersIf you dont take the time to learn about the people you spend so much time with every week, how do you expectto work well together?Try making small talk. Ask about their lives, get to know them as people. Instead of relying on Slack, email and text messages, talk to them face to face, which allows for bonding. As much as technology has changed the world, humans still like to size each other up and take each others measure. Let your expression and tone express who you really are, and you may find people respond bette r than they would to a formal professional mask.Forbes contributor, psychiatrist and executive coach Steven Berglas commented on getting more confident at doing this ina 2012 Forbes article.Building self-confidence is a two-leiter process. The first phase involves purging yourself of self-doubt in the second, you build up your confidence. Its like erecting a skyscraper First you clear the site and lay a solid foundation, then you stack the superstructure. How high you gohow much confidence you musteris up to you, Berglas told Forbes.If you go out on a limb and talk to someone who wouldnt be your first choice to go for drinks with after work, you might find that you have something in common.Just dont push it. Set boundaries by talking about office-friendly subjects while on the job. Seeming interested without being intrusive is a delicate balance.Gratitude will change your workday - and your lifeWhether its the fact that you dont have work tomorrow because its Friday, or that you we re able to strike up a promising conversation today with an company executivewho has never seems to have noticed you in the hallway, dont forget to be grateful.This can also help you when youre having a bad day at work.Psychologist Robert Emmons wrote about how gratitude can help people fight stress in an article for UC Berkeleys Greater Good. There is scientific evidence that grateful people are more resilient to stress, whether minor everyday hassles or major personal upheavals. The contrast between suffering and redemption serves as the basis for one of my tips for practicing gratitude remember the bad, Emmons wrote.Being grateful can also help your company, which is where your manager comes in.Charles D. Kerns, PHD, master of business administration wrote about this idea for Pepperdine Universitys Graziadio Business Review. When an employee believes his or her superiors are grateful for his or her work, the employee will benefit by having an improved sense of worth to the organi zation. This improved sense of worth can lead to performance improvement, thereby benefiting the organization, Kerns wrote. When you feel better, you work better.Have a life outside of workYour job shouldnt be the biggest thing in your life. If it is, youre more likely to be unhappy.Ran Zilca wrote about a data analysis of the Happify app, where the data science team analyzed what makes people satisfied at work, in the Harvard Business Review. The bottom line Satisfaction at work is influenced by factors such asbenefits, pay, relationships, and commute length. But all of this boils down to two things being important, regardless of your circumstances (1) having a life outside of work, and (2) having the money to afford it. If you have a job that grants you both of these, you might be happier than you realize, Zilca wrote.Strive for work-life balance. It makes you happier, healthier, and more effective at work.The best part of being a joy to work with? Offices are subject to emotional contagion - so everyone around you is likely to be nicer too.

A Managers Guide to Coaching for Executives

A Managers Guide to Coaching for ExecutivesA Managers Guide to Coaching for ExecutivesAt some point in a managers career, there may be an opportunity to consider hiring an executive coach. Here are 10 questions and answers that managers may have about executive coaching. What Executive Coaching Is An executive coach is a qualified professional that works with individuals (usually executives, but oftenhigh potential employees) to help them gain self-awareness, clarify goals, achieve their development objectives, unlock their potential, and act as a sounding board. They are not consultants or therapists (although many have consulting or therapist backgrounds) and usually refrain from giving advice or solving their clients problems. Instead, they ask questions to help an executive clarify and solve their own problems. What Executive Coaches Do Executive coaches provide a confidential and supportive sounding board for their clients. They ask questions, challenge assumptions, help provide clarity, provide resources, and yes, sometimes, with permission, provide advice. They often administer and help interpret360-degreeand behavioral assessments, conduct confidential interviews to help a client gain self-awareness, and establish development goals. What It Takes to Become an Executive Coach Unfortunately, (or perhaps, fortunately, if you are interested in becoming a coach), not much. Just about any retired executive, consultant, ex-HR or training practitioner, ortherapist can call themselves an executive coach. There is no formal or required certification, although many have turned to theInternational Coach Federation(ICF) for formal certification. Who Hires Executive Coaches Companies used to hire executive coaches to come in and fix broken executives. Nowadays, most companies hire executive coaches as a way to invest in their top executives and high potentials. Its no longer a stigma to have a coach its a status symbol. While executives can hire their own coaches (usually CEOs or business owners), its more common for companies (often Human Resources) to recommend a coach to an executive as a part of an executive development program. The coachee could be newly promoted (transition coaching), be facing a number of challenges (usually involving people relationships), or is being groomed for larger roles. And yes, coaches are leise hired to correct behavioral problems and help leaders resolve interpersonal conflicts. When a Manager or Company Should Not Hire an Executive Coach An executive should not hire an executive coach if They dont believe they need coaching, are not interested in feedback, and dont believe they need to change (or dont want to).They are looking for business advice or consulting, i.e., someone to solve their problem for them.Executive coaching is only a last-ditch, Hail Mary token attempt to fix a failing executive who is already on their way out the door.The executive is not at the appropriate level in the organization to justify the expense of coaching.The executives manager should be working with the executive (coaching should not be simply a way to outsource challenges). What the Typical Executive Coaching Process Looks Like While there are many variations, executive coaching usually involves a series of phases, starting with intake, assessment, goal setting,and development planning, and then progressing through the development plan, with periodic check-ins with the executives manager. The process is over when the development goal(s) is achieved, or when the coach and/or coachee decides that it should stop. The typical duration of a coaching engagement is seven to 12 months. The Confidentiality of Executive Coaching When it comes to executive coaching, conversations are completely confidential between the coach and coachee. If an organization is paying for the coaching services, they may receive periodic status updates (dates, milestones achieved), but nothing else is shar ed without the coachees permission. Where Executive Coaching Happens Face-to-face is ideal, given that so much ofcommunication is non-verbal and it helps in building rapport initially. Its becoming more common to coach virtually over the phone (or through Skype). How Much Executive Coaching Costs Coaching is a $3 billion per year industry worldwide, and, as the Harvard Business Review estimated, the median rate for an executive coach is$500 an hour. Many coaches will charge for a six or 12-month engagement, but some will work on an hourly basis. Where You Can Find an Executive Coach There are many ways to find an executive coach. Your own company may already work with a number of trusted coaches. Executive recruitment or outplacement firms often provide coaching services or work on a referral basis with independent executive coaches. Word of mouth referrals from other executives can be a source in fact, many of the most successful coaches dont even advertise. When selec ting an executive coach, chemistry is important, so its best to interview a few for fit.There are also several resources for locating an executive coach, including The Center for Creative LeadershipThe International Coach Federation(ICF)The Coaches Training Institute(CTI)Right ManagementThe Marshall Goldsmith Coaching Network