The Learning Health System (LHS) concept is gaining traction in high-income countries, yet its implementation in low- and middle-income countries (LMICs) remains limited with few initiatives offering practical strategies tailored to these contexts. The Leading a Learning Health System (LLHS) Program, grounded in LHS principles, aimed to build leadership capacities among health professionals and leaders from five Asia-Pacific LMICs. This study explored participants' learning experiences and applications in their context. A mixed-method longitudinal study was conducted (13-months), informed by social constructivism and Kirkpatrick's evaluation framework. Surveys and semi-structured interviews were conducted after the intensive course (Survey A and Interview A) and 1 year later (Survey B and Interview B). Quantitative data were analyzed descriptively, and qualitative data were analyzed through inductive content analysis. Thirteen participants (13/20, 65%) completed Survey A. All (100%) rated the program and cross-country network as "high value." Eleven participants (11/20, 55%) completed Survey B. All participants reported applying program learnings regularly on most days (6/11, 55%) or most weeks (5/11, 45%). Nine participants (82%) reported influencing team culture and five (45%) reported influencing organizational change. Qualitative analysis of 20 Interview A and 10 Interview B identified four themes: (1) developing a systems leadership identity, (2) translating leadership intent into practice, (3) contextual challenges to applying learnings, (4) resilience via adaptive leadership capacity and programmatic support. This study demonstrates how a longitudinal leadership program based on the LHS framework supported LMIC health professionals to develop systems leadership identity, foster learning culture, and cultivate adaptive, distributed leadership to build resilience in resource-limited settings. The variability of health information systems in LMICs should not be seen as a barrier to implementing LHS, as improvement can begin with the effective use of locally available data. These findings can inform future capacity-building initiatives to advance LHSs in LMICs.
In Finland, Nurse Practitioner (NP) role integration remains fragmented amid ongoing health and social care reform. Leadership is a key determinant of role development, yet evidence on how nurse leaders advance NP role integration remains limited. To examine nurse leaders' perceptions of NP role integration within Finland's wellbeing services counties (WSCs). A qualitative descriptive design was used. Data were collected through four focus group interviews with 18 nurse leaders from four WSCs and analyzed using qualitative content analysis. Successful NP integration requires strong nursing leadership and governance. Although large-scale reforms create opportunities to redesign professional roles and workforce models, integration depends on a clear strategic vision and coordinated leadership across policy, organizational and clinical levels. Even when the value of NP roles is recognized, implementation is likely to remain fragmented unless nursing leaders are actively involved in workforce planning, service development and health policy decision-making.
This study explored how rural public health leaders in Wisconsin experienced and sustained resilience during the COVID-19 pandemic, with particular attention to the role of relational connections across professional, personal, and community domains. Using hermeneutic phenomenology, the study examined the lived experiences of rural county health officers and other supervisory leaders. Twenty semistructured interviews were conducted via Zoom between September and November 2023. Participants were purposively sampled from rural counties, as defined by the National Center for Health Statistics' Urban-Rural Classification Scheme. Interviews were recorded, transcribed, and thematically analyzed through iterative coding and synthesis. Resilience was closely linked to the embeddedness of rural communities. Longstanding trust, shared history, and a sense of mutual responsibility strengthened leaders' resolve. At the same time, this closeness also increased feelings of scrutiny, blurred personal and professional boundaries, and exposed leaders and their families to hostility. Leaders relied on tightly knit staff teams, cross-jurisdictional peer networks, and supportive governing officials. In rural settings, resilience is co-constructed through community connections. Strengthening peer support and preparing governing bodies to lead with empathy are important for sustaining this workforce.
Numerous studies have examined ways to improve care quality and patient safety. Further progress could be achieved by leveraging underexplored sociological concepts. To date, transformational leadership and social capital have been examined primarily as isolated factors in healthcare research to explain variations in hospital care quality. Yet, these concepts have rarely been integrated into a broader theoretical framework. Drawing on Parsons' AGIL framework, we identified two key social prerequisites for effective healthcare organizations: goal attainment and integration. We hypothesized that hospitals meeting both criteria would deliver better care quality. Using a 2008 survey of medical directors in German hospitals, we measured transformational leadership (as a proxy for goal attainment) and social capital (as a proxy for integration). Data were matched with quality metrics from nationwide reports (2012-2019) on quality irregularities and quality deficiencies. Hospitals were grouped into high and low categories for both factors using a median split, and longitudinal panel analyses were conducted on 508 hospitals. The combination of strong transformational leadership and high social capital was associated with significantly fewer quality irregularities, but not with quality deficiencies. Our findings suggest that hospital leadership should strategically strengthen both factors to improve organizational capacity for quality improvement. This synergy likely fosters goal-oriented collective action, particularly the collaborative efforts required to enhance care quality and patient safety. Additionally, we propose that applying sociological theory offers valuable insights into the social dynamics essential for maintaining and enhancing quality and safety in healthcare settings.
Small- to medium-sized healthcare organizations (SMHCOs) are often led by clinicians who simultaneously deliver care and manage organizational systems. Although organizational learning is recognized as an important driver of organizational adaptability, practical tools to support its application within SMHCOs remain limited. To develop and evaluate the Healthcare Organizational Learning (HCOL) Compass, a prototype systems-oriented leadership tool oriented around the foundational concepts of leadership that reinforces learning (LRL), organizational context (OC), and knowledge management and mobilization (KM/KMb). Guided by principles of complex intervention development and design-based research, this iterative multiple-methods study evaluated and refined the HCOL Compass across two sequential rounds (n=8). Content validity was assessed using the Content Validity Index (CVI), while implementation utility was evaluated using the Acceptability of Intervention Measure (AIM), Intervention Appropriateness Measure (IAM), and Feasibility of Intervention Measure (FIM). Semi-structured interviews were analyzed using deductive, inductive, and axial thematic coding. Participants included organizational learning experts and clinician-leaders in Canadian community-based optometry. Content validity and implementation scores improved from Round 1 to Round 2 (S-CVI: 81% to 94%; AIM from 80% to 95%; IAM from 73% to 96%; and FIM from 67% to 91%). Qualitative analysis identified four themes: sense-making through visual design, balancing guidance with reflective practice, hidden sources of organizational complexity through structured scaffolding, and systems thinking as an integrative mechanism. The HCOL Compass showed preliminary evidence of feasibility and utility as a systems-oriented leadership tool for SMHCOs. The emergence of a Systems Thinking layer suggests that organizational learning may be strengthened by intentionally designing for redundancy, margin, and shared understanding across organizational domains.
Newcomers to healthcare organisations often experience unspoken barriers to belonging, including cultural dissonance, microaggressions and systemic exclusion. As a visible minority and female leader, I frequently became a point of cultural reassurance for new staff seeking both guidance and recognition. One interaction in particular, a question about where to find biryani spices locally, illustrated that newcomer staff were often seeking more than orientation to organisational processes. Many were also searching for connection, cultural familiarity and a sense of belonging within both the workplace and the broader community. This moment inspired the development of an open forum for internationally trained and newcomer staff to share experiences of exclusion, cultural adjustment and emotional labour. This experience reinforced the importance of leadership grounded in empathy, authenticity and community-building. It also highlighted how representation can help create environments where staff feel comfortable sharing their experiences. Attention to team readiness, intentional facilitation and the use of facilitators without direct supervisory authority appeared to encourage participation and open discussion. Belonging cannot be mandated by policy alone; it emerges through relationship-based practices. Leaders must assess when teams are ready for equity-focused conversations, create accessible spaces for lived experience and resource psychological safety. As a result of this session, an employee resource group was launched, and broader discussions about equity have gained momentum.
This study investigates how African leaders linguistically construct sustainability discourse in their United Nations General Assembly (UNGA-2025) speeches and demonstrates how these linguistic patterns can be transformed into a pedagogical model for Education for Sustainable Development (ESD). A 50,644-token corpus of 21 African leaders' UNGA-2025 English speeches was analyzed across five linguistic levels-lexical, morphological, syntactic, pragmatic, and discourse-using a mixed quantitative-qualitative approach. Results show that sustainability meaning is built predominantly through lexical items (48.6%) and discourse organization (26.5%), supported by pragmatic strategies (16.5%) emphasizing urgency and collective agency. Key grammatical resources-including modal verbs (must, should), conditional statements, passive constructions, collective pronouns, and problem-solution sequencing-map systematically onto sustainability competencies: normative, systems-thinking, interpersonal, anticipatory, and strategic. Strategic and interpersonal competencies dominated, reflecting Africa's emphasis on governance, multilateral partnership, innovation, and climate action. Based on these mappings, the study proposes the Grammar-for-Sustainability Instructional Cycle (GSIC), a five-phase task model (noticing, analysis, transformation, production, reflection) that operationalizes authentic UNGA discourse for language instruction. GSIC supports simultaneous development of grammatical control and sustainability competencies, positioning grammar as purposeful social action. The findings contribute a novel linguistic-competency mapping framework and demonstrate how corpus-informed pedagogy can enrich ESD, particularly within African English language education.
The goal of this research note is to introduce the Leadership for the Extreme and Dangerous for Innovative Results (LEADIR) dataset. LEADIR is an open-source relational dataset containing information on 280 terrorist groups and 295 terrorist leaders active between 2008 and 2017. We first explain how LEADIR was developed and the historiometric method used to collect and code group and leadership information. Next, we discuss key variables at both the group and leader levels. Using descriptive statistics, we also examine these variables in the context of existing terrorism research. Finally, we elaborate on the strengths and limitations of LEADIR. In doing so, we describe the ways in which LEADIR can be used to build on terrorism research.
To identify and characterize distinct types of authoritative cardiology-related key opinion leaders (ACKOLs) on Xiaohongshu and examine their communication characteristics and engagement patterns. A social media profiling study was conducted on Xiaohongshu. Eligible ACKOLs were identified through manual searches and screened using predefined criteria. We applied a theory-informed 14-indicator profiling framework covering communicator credibility, social network visibility, message production, message expression and communication style, and audience engagement. K-means clustering was performed to classify ACKOLs, and word clouds were generated to visualize thematic characteristics. A total of 150 ACKOL accounts comprising 46,616 posts were included. Four distinct types were identified: Public Health Educators, Clinical Narrators, Academic Interactors, and Authoritative Experts. Public Health Educators focused on accessible prevention-related science popularization content. Clinical Narrators emphasized clinical case sharing and psychosocial support. Academic Interactors showed the highest engagement and the strongest academic dissemination profile. Authoritative Experts had the largest follower base and strongest professional authority but relatively lower engagement. Together, these ACKOL types demonstrated complementary roles in information dissemination, emotional support, and audience engagement. ACKOLs on Xiaohongshu exhibit substantial heterogeneity in communication strategies and audience engagement. Different ACKOL types jointly form a complementary digital health communication ecosystem that may support cardiovascular disease management and patient-centered health communication.
Workforce stability remains a major challenge for sustainable healthcare systems. Retention research increasingly distinguishes between organizational conditions, professional identification, and mobility or place-related preferences. However, less is known about how these factors operate within closely related Central European contexts and in samples that include respondents connected to healthcare education and practice. This study examined whether workplace relationships and leadership, professional commitment, and place-related mobility preferences predict intention to stay in healthcare and compared these associations in the Czech Republic and Slovakia. A descriptive, correlational, cross-sectional study was conducted among healthcare students and professionals in the Czech Republic and Slovakia. The analytical sample included 2103 respondents, comprising 1011 participants from the Czech Republic and 1092 from Slovakia. Data were collected using an author-developed questionnaire focused on workplace relationships and leadership, professional commitment, place-related mobility preferences, and related aspects of the work and educational environment. Exploratory and confirmatory factor analyses were used to examine the latent structure of the instrument and assess reliability, followed by multiple linear regression and cross-national comparison. The final model supported three interpretable dimensions: workplace relationships and leadership, professional commitment, and place-related mobility preferences. In the Czech and Slovak samples, the regression models explained 23.2% and 23.3% of the variance in intention to stay, respectively. In the regression analyses, Q41 was used exclusively as the dependent variable and was not included in the professional-commitment predictor composite. Within the tested model, professional commitment showed the largest standardized association with intention to stay in both national samples, workplace relationships and leadership showed a significant but smaller association, and place-related mobility preferences were not statistically significant predictors. Although the omnibus country comparison reached statistical significance, differences in individual dimensions were trivial or very small, indicating substantial similarity between the Czech and Slovak samples. In these cross-sectional data, intention to stay in healthcare was more strongly associated with professional commitment than with workplace relationships and leadership or place-related mobility preferences. The findings should be interpreted with caution because the outcome was assessed using a single, conditionally worded item and because the sample included respondents connected to both healthcare education and practice. Nevertheless, the results suggest that retention strategies may benefit from combining improvements in organizational conditions with deliberate support for professional meaning, commitment, and identification with the healthcare role. The findings suggest that nursing managers, educators, and healthcare leaders should not rely solely on structural or logistical retention measures, such as staffing arrangements, geographic flexibility, or financial incentives. Although supportive workplace relationships and leadership remain important, the largest association with intention to stay was observed for professional commitment within the tested model. Retention strategies should therefore include systematic efforts to strengthen professional meaning, value congruence, identification with the healthcare role, mentoring, recognition, and supportive leadership practices. Nursing management interventions may be most effective when they create working and learning environments that reinforce professional commitment rather than addressing workplace conditions in isolation.
The purpose of this article is to introduce the Social Dynamics of Change (SDoC), a framework for institutional transformation, and examine the Canadian Medical Association's (CMA) 2024 Apology to the Indigenous Peoples of Canada as a case study in institutional reconciliation. Converging social, political, and institutional forces exposed the CMA's maladaptive relationship with Indigenous Peoples. Through the SDoC framework, reconciliation involved movement from crisis through denial, resistance, exploration, and commitment. Progress required relational accountability, trust, co-design, and sustained engagement between Indigenous and non-Indigenous leaders. The case highlights the importance of Indigenous leadership in senior governance, as three authors in distinct leadership roles helped create the enabling environment that supported the CMA's reconciliation journey. The CMA case suggests that meaningful institutional reconciliation is achieved when relational alignment precedes transactional milestones. The SDoC framework helps explain how healthcare organizations navigate change and translate reconciliation commitments into lasting shifts in governance and culture.
The Brigade Nurse Counselor (BNC) is a critical asset in shaping and sustaining the Army Nurse Corps (ANC). This article examines the historical development, strategic relevance, and operational responsibilities of BNCs, particularly within the Reserve Officer Training Corps (ROTC) environment. The BNC serves as a mentor and subject matter expert, influencing nurse cadet retention, readiness, and transition to active duty. From academic advising and policy implementation to career coaching and partnership development with civilian nursing institutions, the role is expansive and uniquely impactful. The paper also highlights how the BNC position contributes to the Army's long-term nurse production and mission success. There are multiple commissioning sources for nurses in the Army Nurse Corps (ANC);however, the highest per-centage of nurses join through the United States Army Cadet Command (USACC) Reserve Officer Training Corps (ROTC). Subsequently, most nurses have interacted with a Brigade Nurse Counselor (BNC) during their undergraduate endeavors. To say nursing school is difficult is an under-statement; adding the ROTC leadership and tactical training adds further stressors requiring time management and per-severance. The BNC position was created to provide nursing Cadets with mentorship to support them while earning their Bachelor of Science in Nursing and taking the National Council Licensure Examination (NCLEX) necessary to become an Army Nurse. Cadet Command consists of eight brigades across the United States and is the largest officer-producing organization for the United States military. Each brigade is typically assigned two BNCs who mentor around 250 nursing Cadets every semester. The BNCs are the Brigade Commander's primary advisors on all topics related to marketing, recruiting, re-tention, incentives, academic requirements, certification, internships, and training for nurses. Their expertise and oversight are invaluable as they are traditionally the only nurses assigned to the brigade. Brigade Nurse Counselors provide direct interface and engagement with the leaders of Schools and Colleges of Nursing, admission offices, and high school counselors to promote ANC educational and professional opportunities and the benefits of joining ROTC. While the responsibilities of BNCs are extensive, their most critical role is to provide nursing cadets with guidance on Fig. 1 Brigadier General James Burk visits with Brigade Nurse Counselors (BNCs) during their 2024 BNC Conference at Fort Knox, KY their future careers and support in balancing the strenuous demands of the nursing academic and ROTC curriculum and commissioning requirements.
Scientific research drives national progress and innovation, but abrupt federal funding disruptions can destabilize scientific training at critical career stages and push talented researchers out of the workforce. Actions by the Trump administration in early 2025 sent shockwaves across academic research in the United States (U.S.). Federal science budgets were significantly reduced, hundreds of research grants were abruptly frozen or terminated, and politically appointed agency leaders overrode peer-reviewed funding decisions. We conducted pilot, rapid-response surveys to capture quotes, stories, and quantitative data in order to understand how these seismic policy shifts impacted early career researchers at American universities. Our results showed that the majority of respondents were PhD students and early career researchers at varying stages of training, across a range of institutions and disciplines, including different types of sciences, with the largest percentage of respondents from the life sciences. Respondents described threats to the continuity of their research and careers due to funding cuts at major federal science agencies including the National Institutes of Health (NIH) and the National Science Foundation (NSF), and reported concerns about long-term job prospects and broader systemic issues in academia. Many respondents also indicated that these disruptions led them to consider leaving research altogether or pursuing scientific careers outside the U.S. Reported concerns spanned the undergraduate, graduate, and postdoctoral researcher levels. While universities provided some resources of support, respondents emphasized the need for Congress to protect, stabilize, and restore science funding. Robust and sustained funding support for early career researchers is imperative for developing a strong science, technology, engineering, and math (STEM) workforce and maintaining American leadership in research and innovation. Overall, this pilot study provides early evidence that reductions in federal science funding may disrupt training pathways, erode confidence in research careers, and contribute to lasting losses from the future research workforce in the United States.
Patients continue to experience harm from undetected deterioration, falls and pressure injuries. We aimed to implement and evaluate an organisational, ward-level nurse-led assessment and communication intervention to proactively reduce patient adverse events. A stepped-wedge cluster randomised Trial over 12-months was conducted at three metropolitan hospitals. Our intervention comprised a comprehensive, systematic patient assessment at shift commencement; a structured patient-centred bedside nurse-to-nurse clinical handover; and multidisciplinary communication consisting of nurse participation in medical ward rounds. Evidence-based implementation strategies informed intervention delivery to nine clusters (20-35 bed-wards with ≥70% permanent nurses) over three sequential 14-week steps. Routinely collected patient-level data were used to measure intervention effect. The primary outcome was a composite measure of medical emergency team calls, unplanned intensive care unit admissions, in-hospital falls; and stage 2-4 pressure injuries. Secondary outcomes were: individual measures of the primary outcome; nurse-reported perceptions of safety culture; organisational readiness to change; barriers to physical assessment; staff engagement; and patient-reported experience measures of safety and overall hospital experience. Analyses were adjusted for age, sex, hospital, pre/post intervention, and Trial step (fortnight), with random effects for ward and patient. There were 13,753 eligible admissions. No change was observed in the primary composite outcome measure (odds ratio (OR) [95% confidence interval (CI)]: 0.99 [0.77, 1.28]; p = 0.95). There was no significant difference in medical emergency team calls (OR [95% CI]: 1.02 [0.75, 1.39]; p = 0.91); unplanned intensive care unit admissions (OR [95% CI]: 1.35 [0.57, 3.20]; p = 0.50) and falls (OR [95% CI]: 1.53 [0.96, 2.45]; p = 0.07). However, stage 2-4 pressure injuries significantly decreased by 41% (OR [95% CI]: 0.59 [0.38, 0.93]; p = 0.02); a significant absolute effect improvement of 0.8% ([95% CI: 0.3%-1.3%], p < 0.01). There were statistically significant improvements in nurses' overall perceptions of Safety Attitudes (Pre: 74.6, Post: 79.7; p = 0.02), and the Organisational Readiness to Change subscales of, leader culture (Pre: 3.73, Post 3.91; p = 0.02), leadership behaviour (Pre: 3.85, Post: 4.11; p = 0.03), and general resources (Pre: 3.06, Post: 3.30; p = 0.03). A statistically significant decrease in Barriers to Physical Assessment (Pre: 2.48, Post: 2.24; p <0.001) and in six of seven sub-scales was observed. Patients' overall Measure of Safety remained high, but unchanged (Pre: 3.94 Post: 3.92; p = 0.07). The ACCELERATE Trial demonstrated that nurse-driven initiatives, emphasising structured physical assessments by nurses, patient-centred clinical handovers, and multidisciplinary communication, significantly: reduced pressure injuries; decreased nurses' perceived barriers to performing physical assessments; and improved leadership behaviour, communication, and ward safety culture perceptions. Results highlight the transformative potential of this approach, which now warrants testing at scale for broader implementation. Australian New Zealand Clinical Trials Registry ID: ACTRN12621000265875.
The Army Nurse Corps boasts a distinguished legacy of selfless service to American Warfighters, with its members consistently demonstrating exceptional dedication and leadership to national nursing organizations. This biography chronicles the remarkable life of Edith Dee Hall (1897-1971), a trailblazing Army Nurse Corps Officer and the visionary founder of the Association of periOperative Registered Nurses (AORN). Shaped by the urgent demands of World War I and the influenza pandemic, Hall trained at the novel Army School of Nursing. Her subsequent career highlighted the critical need for a formal organization to unite operating room nurses and elevate patient care. Hall's instrumental leadership in AORN's establishment and early growth profoundly transformed perioperative nursing, establishing national standards for competence and ensuring "Better and Safer Care for the Patient in the Operating Room."
The role of the Army nurse scientist is crucial in advancing healthcare through rigorous clinical research and practice. These doctorate-prepared professionals enhance ready, reliable patient care and patient safety by bridging interprofessional gaps and generating knowledge that translates into evidence-based practices. Positioned strategically, they influence clinical outcomes and military readiness, mentor young clinicians, guide graduate students, and support senior leaders with data-driven decisions. This paper examines the evolution of Army nurse scientists, highlighting their unique ability to impact healthcare from the bedside to the boardroom. The future is bright for nurse scientists, with endless opportunities for leadership and career growth within the military and beyond.
Although robotic surgery is widely accepted as the gold standard approach for a variety of operative procedures, the Caribbean region lacked access to surgical robotics until recently. The surgical fraternity in Guyana recognized the need for progress to robotic surgery. Herein, we report the first robotic surgery procedure performed in Guyana and highlight the obstacles and challenges faced, and the success achieved while introducing the technology in a low-resource setting. Using the SSI Mantra 3 Robotic Surgical System (SS Innovations International Inc., Haryana, India), a multidisciplinary team carried out a procedure on a 34-year-old man with a right inguinal hernia. From the surgical command centre, the lead surgeon dissected a preperitoneal space to reduce the sac and reinforce the inguinal canal with a lightweight polypropylene mesh. The peritoneum was closed to complete a robotic trans-abdominal pre-peritoneal (TAPP) repair. To our knowledge, this was the first robotic TAPP procedure recorded in the English-speaking Caribbean. With the support of administrators and buy-in from surgical leaders, the surgical fraternity in Guyana has seized a broader vision to modernize healthcare services, providing advanced surgical care in the Caribbean region. We demonstrated that robotic surgery is feasible and safe in the Caribbean environment, provided there is appropriate training, proctorship, and selection of robotic platforms. This report should encourage other countries in the Caribbean region to transition to robotic surgery. In our experience, the success of our programme depended on four pillars: (1) strong leadership support, (2) buy-in from the surgical community, (3) involving all specialties to maximize case volumes, and (4) selection of an affordable and effective platform.
In 2025, the Academy of Managed Care Pharmacy (AMCP) held a 2-day partnership forum on the topic of advancing precision medicine access in oncology. Precision medicine, in this context, focuses on biomarker testing required to create personalized treatment plans and procedures. The forum brought together patients; payers, including health insurers and employer groups; pharmacy benefit managers; providers; pathologists; laboratory benefit managers; and leaders from patient advocacy organizations, coalitions, and professional associations. In response to fundamental coverage challenges impacting patient access to biomarker testing, the overarching goal of the forum was to collaboratively ideate deliverables to drive a standardized approach to assessing and determining coverage. A critical deliverable from this initiative included 8 guiding principles for managed care stakeholders as it relates to the coverage of biomarker testing. This article provides detail on each guiding principle, which are considerations intended to guide managed care decision-makers on determining and monitoring coverage for biomarker-driven testing used to inform treatment decisions in oncologic indications.
Despite many evidence-based HIV interventions, most research findings are not disseminated. Enhancing research dissemination is essential to achieving Nigeria's HIV targets. This study describes dissemination strategies solicited from the public to share research findings and products from an HIV self-testing intervention among Nigerian adolescents and young adults (AYAs). A crowdsourcing open call was launched in 2023 for 3 weeks to generate creative ideas for strategies to disseminate research findings and products from an HIV self-testing intervention among young people (aged 14-30 years). Crowdsourcing open calls are structured approaches to solicit community insights. Two people prescreened the submissions for eligibility before judging based on 5 criteria: clear description, desirability to AYAs, innovation, feasibility, and relevance to dissemination. We then conducted an inductive thematic content analysis of eligible submissions to identify key dissemination strategies for HIV research targeting AYAs and used descriptive statistics to characterize participants' demographic data. We received 64 eligible submissions from 24 states in Nigeria. Most (n=34, 53%) participants were male, and (n=18, 28%) were aged ≤18 years (mean age 21, SD 3.08 years). Our analysis identified six major themes reflecting AYA-driven strategies for disseminating HIV research products: (1) the use of digital platforms such as social media, websites, podcasts, and blogs; (2) the use of artistic expressions such as murals, posters, comics, and infographics to communicate key research findings in visually appealing ways tailored to AYAs; (3) community engagement and experiential activities such as door-to-door campaigns and interactive workshops to communicate research products and findings; (4) performance arts such as the use of concerts, open-mic events, dance performances, and fashion events to communicate research findings; (5) storytelling and narratives in the form of stories, drama, and theater as tools for dissemination; and (6) interactive and gamified activities such as mobile apps and board games to engage AYAs with research findings and products. Most submissions (39/64, 61%) recommended local collaboration with schools or community leaders for dissemination. The crowdsourcing open call was feasible and effective in generating ideas for research dissemination among AYAs. Our findings have implications for enhancing research dissemination among AYA populations in several resource-limited settings. Future work should involve evaluating the reach, acceptability, cost, and impact of these dissemination strategies.
This article examines the life, work and contributions of Jerry Ann Johnson, who was president of the American Occupational Therapy Association from 1973-78 during a pivotal time of Association reorganization. Specifically, for the first time, all fifty states had functioning occupational therapy associations as well as Puerto Rico and the District of Columbia. Johnson addressed issues that included professionalism versus semi-professionalism, characteristics of a profession and leadership, credentialing processes including licensure and continued competency, community and private practice, and the need for graduate education and research. Over her career, her prolific writing offers profession historical knowledge during the growth of occupational therapy in the 1970's and1980's.