- •Foreword
- •Contents
- •Contributor Current and Past Positions: Association for Academic Surgery
- •Contributors
- •Academic Surgeons as Bridge-Tenders
- •Types of Surgical Research
- •Going Forward
- •Selected Readings
- •Introduction
- •Preparation Phase
- •Assistant Professor
- •Job Search
- •The First Three Years
- •Career Development Awards (CDAs)
- •Contemplating a Mid-Career Move?
- •Approaching Promotion
- •Associate Professor and Transition to Full Professor
- •Conclusion
- •Selected Readings
- •Introduction
- •Reviewing the Literature
- •Developing a Hypothesis
- •Study Design
- •Selected Readings
- •Introduction
- •The Dual Loyalties of the Surgeon-Scientist
- •Human Subjects Research
- •Informed Consent
- •Surgical Innovation and Surgical Research
- •Conflict of Interest
- •Publication and Authorship
- •Conclusion
- •References
- •Sources of Error in Medical Research
- •Study Design
- •Inferential Statistics
- •Types of Variables
- •Measures of Central Tendency and Spread
- •Measures of Spread
- •Comparison of Numeric Variables
- •Comparison of Categorical Values
- •Outcomes/Health Services Research
- •Steps in Outcomes Research
- •The Basics of Advanced Statistical Analysis
- •Multivariate Analysis
- •Time-to-Event Analysis
- •Advanced Methods for Controlling for Selection Bias
- •Propensity Score Analysis
- •Instrumental Variable (IV) Analysis
- •Summary
- •Selected Readings
- •Transgenic Models
- •Xenograft Models
- •Noncancer Models
- •Alternative Vertebrate Models
- •Selected Readings
- •Overview
- •Intellectual Disciplines and Research Tools
- •Comparative Effectiveness Research
- •Patient-Centered Outcomes Research
- •Data Synthesis
- •Overview
- •Intellectual Disciplines and Research Tools
- •Disparities
- •Quality Measurement
- •Implementation Science
- •Patient Safety
- •Optimizing the Health Care Delivery System
- •Overview
- •Intellectual Disciplines and Research Tools
- •Policy Evaluation
- •Surgical Workforce
- •Conclusion
- •References
- •Introduction
- •What Is Evidence-Based Medicine?
- •Evidence-Based Educational Research
- •Forums for Surgical Education Research
- •Conducting Surgical Education Research
- •Developing Good Research Questions
- •Beginning the Study Design Process
- •Developing a Research Team
- •Pilot Testing
- •Demonstrating Reliability and Validity
- •Developing a Study Design
- •Data Collection and Analysis
- •Surveys
- •Ethics
- •Funding
- •Conclusions
- •Selected Readings
- •Genomics
- •Gene-Expression Profiling
- •Proteomics
- •Metabolomics
- •Conclusions
- •References
- •Selected Readings
- •Introduction
- •Why Write
- •Getting Started
- •Where and When to Write
- •Choosing the Journal
- •Instructions to Authors
- •Writing
- •Manuscript Writing Order
- •Figures and Tables
- •Methods
- •Results
- •Figure Legends
- •Introduction
- •Discussion
- •Acknowledgments
- •Abstract
- •Title
- •Authorship
- •Revising Before Submission
- •Responding to Reviewer Comments
- •References
- •Selected Readings
- •Introduction
- •Origins of the Term
- •Modern Definition and Primer
- •Transition from Mentee to Colleague
- •Mentoring Risks
- •Conclusion
- •References
- •Selected Readings
- •The Career Development Plan
- •Choosing the Mentor
- •Writing the Career Development Plan
- •The Candidate
- •Research Plan
- •Final Finishing Points About the Research Plan
- •Summary
- •References
- •Introduction
- •Decisions, Decisions!
- •Mission Impossible: Defining a Laboratory Mission or Vision
- •Project Planning
- •Saving Money
- •Seek Help
- •People
- •Who Should I Hire?
- •Advertising
- •References
- •Interviews
- •Conduct a Structured Interview
- •Probation Period
- •Trainees
- •Trainee Funding
- •Time Is on Your Mind
- •Research Techniques
- •Program Leadership
- •Summary
- •Selected Readings
- •Introduction
- •Direct Evidence
- •Indirect Evidence
- •Burnout
- •Prevention of and Recovery from Work–Life Imbalance
- •Action Plan for Finding Balance: Personal Level
- •Action Plan for Finding Balance: Professional Level
- •Conclusion
- •References
- •Introduction
- •Time Management Strategies
- •Planning and Prioritizing
- •Delegating and Saying “No”
- •Action Plans
- •Activity Logs
- •Scheduling Protected Time
- •Eliminating Distractions
- •Buffer Time
- •Goal Setting
- •Completing Large Tasks
- •Maximizing Efficiency
- •Get Organized
- •Multitasking
- •Think Positive
- •Summary
- •References
- •Selected Readings
- •Index
244 C.M. Pugh
TABLE 15.3 Tips for those addicted to e-mail
Some addiction signs
• You check your e-mail more than once an hour
• You look at every message that comes in, as it comes in
• You feel the need to respond to messages instantly or within minutes of when they arrive
• You interrupt real, in-person activities on a regular basis to deal with e-mail
• E-mail has, in some way, interfered with your regular life (e.g., stress, sleep loss, relationship troubles, etc.)
Useful advice
• There’s no such thing as an e-mail emergency. If something is incredibly urgent, the sender will call, text, or otherwise reach you
• Give yourself a curfew. Decide on a specific cut-off time for sending and reading messages, and stick to it
• Schedule e-mail times. Set specific times during which you’ll deal with e-mail, and don’t do it outside of those windows
• Set aside a “no e-mail” day. If you can’t cope with taking a full day off, try only checking your e-mail for 5 min on Saturday morning – then leaving the rest of the day email free
• Turn your PDA off when you get home, or at least disable the instant e-mail checking function.Your messages will wait, but your life will not
Adapted from Raphael3
completion. Tables 15.3 and 15.43, 4 provide several tips for those who are addicted to email and time-saving advice for those wishing to manage email more effectively.
Goal Setting
We desire efficient and effective time management because we want to reach our goals (Fig. 15.8). The process of goal setting relates to directing your conscious and subconscious decisions toward success and building motivation to achieve your goals.The SMART concept states that your goals should be: (1) Specific, (2) Measureable, (3) Attainable, (4) Rewarding, and (5) Timely (Table 15.5).5
Chapter 15. Time Management 245
TABLE 15.4 Time-saving e-mail management strategies
1. Think before you write. Before you begin composing an e-mail, consider what you’re trying to accomplish and whether e-mail is effective for your task. For example, if you’re trying to solve someone’s problem, call them instead
2. Keep it simple. E-mail works best for simple requests and messages that can be expressed within a few lines. If your message is going to necessitate more than two e-mail chains, a phone call can save lots of time
3. Keep it short. People like e-mail because it’s fast and easy. However, the longer and more complicated your message, the longer it takes you to compose or respond
4. Make your subject line work. To help your recipient prioritize and understand your needs, your subject line should be very clear. Deadlines and dates in the subject line are very useful
5. Structure your e-mail. There should be an opening, a body, and an end. Sentences should be 15 words or less.Three or more points should be bulleted
6. Take ownership of your message. Ask the recipient,“Is there anything I can do to help? Did I give you enough information?”
7. Avoid words and phrases that make people defensive. Provoking words such as,“Why did you…,”“You must…,”“I’m sure
you’ll agree…,” and “I don’t understand your…,” often indicate a breakdown in communication that cannot be remedied efficiently by e-mail
8. Selectively use blind copy and reply all. The only reason to use blind copy is to keep your recipients’ e-mail addresses private. Don’t use blind copy to surreptitiously share confidential or incriminating information with someone else. Replying to everyone can unnecessarily create inefficiency and email clutter for other people
Adapted from Levinson 4
Completing Large Tasks
Many times we find ourselves in situations where we have to get something done, but we either do not enjoy the task, don’t have the resources (e.g., time, knowledge, energy), or we sim- ply just do not want to do it; but it has to get done. Whatever