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iPad Patient Check-in App – Free iPad EMR | drchrono

A patient check-in app. Free.

Give patients iPads in the waiting room. Replace paper clipboards and save staff member’s time by having all information kept up-to-date by the patient. Within minutes of downloading the app, you’re ready to start the patient check-in process with an iPad.

Drchrono are a technology company located in the heart of Silicon Valley dedicated to bringing innovative product and design to our nation’s healthcare system.

Drchrono give physicians a free EHR / EMR platform with a focus on iPad.

iPad EMR in iTunes:

iPad OnPatient Check-in App:

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Motivate yourself to Move – No Matter What

“Be miserable.

Or motivate yourself.

Whatever has to be done, it’s always your choice.”

-Wayne Dyer

I’m absolutely miserable our first morning back in town after a marvelous month spent in sunny, but quite cool, Florida. I find myself faced with the prospect of pushing myself out into Chicago’s sub-zero cold for my daily five mile walk.

“Ain’t happenin’,” I think. “Now what?”

The bare minimum I will walk on a day like today is one hour. So, my only other option is to bundle up, race down the street to East Bank Club, chain myself to one of their high-tech treadmills, tough it out for that hour and get the whole thing over with.

As treadmills go, I especially favor the ones that look like “Star Wars” Strato Scooters, so I pick my favorite on the end, punch the “quick start” workout button and away I go.

However: by 13:09 into my workout, I’m already bored silly without my I-pod. I can’t believe I forgot it. That thing’s like an appendage to me, but today it’s in a different spot than usual because of last night’s travel and I just plain forgot it. My dang knees are crying, too.

How many of you would quit right here and now at the first sign of a little discomfort?

If you want to lose weight and get healthier, you have to work past the pain and walk every day. (Consult with your doctor first, but do get your butt moving ASAP.)

You know what your personal pain tolerance is and what everyday aches you have that you always use as an excuse to not move as much as you should. Stop letting those things hold you back. Stop holding yourself back.

Get on the scale. Look at yourself in the mirror. Feel how tight your waistband is. Look at yourself from behind. Notice how snug your shirts, sweaters and blouses fit.

It’s time for you to get moving. Or are you waiting for some catastrophic health event to strike where, if you’re lucky enough to survive, THEN maybe you’ll start to do what you need to do for a healthier, more fit life?

Why wait?

Back to the music matter: it works wonders as a distraction from pain. It’s one of the things that keeps me walking day after day after day. Studies prove that people who walk and listen to their favorite music are more likely to develop walking into a daily habit. (And for safety, listen only in one ear while you’re walking outside.)

15:51 minutes: I’m restless and looking for an escape. I spy some of Nautilus’s new, split treadmill machines called treadclimbers. Hmmmm.

17:09: My curiosity gets the better of me. I feel the need to switch over to one of the treadclimbers and keep my warm up going while I get oriented on this new cardio contraption.

“No need to run. 2 X’s the workout!” blare the red-dotted words on the screen. We’ll see.

I last five whole minutes – that’s the amount of time allotted to figure out how to work the thing – before I call it quits. I can’t move my legs another revolution.

“Continue workout?” red-dot flashes next. Not!

“Treadclimber, indeed,” I wonder. What genius thought this one up? But in my heart I’m envious of those who zoom along, cardio-cranking, proficiently smooth and sweating like hell. That’s the real name of the fitness game if you can handle it. Lucky dogs. Otherwise, take it slow, do what you can, but you do have to push yourself and practice every single day to get results.

And if your heart, knees, hips and back can take it, the treadclimber will seriously boil off your excess pounds in no time flat and then keep them off for as long as you continue to use it daily. That’s the key to one of dieting’s biggest “secrets,” consistency – doing it daily. Forever.

I can’t beat a path back to my old treadmill fast enough. The grass was not greener, and clearly I need music to get me through the rest of this workout.

Another turning point: how many of you would quit now? How many of you would figure, “What the heck,” and just stop right here?

I have to press on. No excuses.

Doing some quick math, I figure seventeen minutes on the first treadmill, plus the five minutes I spent on the tread climber, equal twenty-two minutes. That leaves me with a minimum of thirty-eight minutes to go – back on my original “Strato Scooter.”

A few minutes into it, I wish my knees would stop screaming while I wait for the Excedrin I popped a bit ago to kick in. I’m just thankful to be back on level “ground,” if you know what I mean.

My one eye slits open: only 30 more minutes to go. This is pure, unadulterated penance for my 30-days of wayward vacation behavior. Miraculously, however, I didn’t gain any weight even though we wined and dined with tastes of dessert almost nightly. (OK, so some nights there was more than just a “taste.”)

And don’t think I was a total slug while we were away. It was 30 straight days of walking a minimum of five miles a day on the beach and swimming an hour in a perfectly heated pool every afternoon that helped me keep my weight in check. Plus – two more dieting biggies: weighing myself every morning and being very stingy with every single white starchy, sugary carb I put in my mouth at breakfast or lunch that helped, too. (I never eat both on the same day anymore.)

Vigilance is vital. There is no other option.

I quickly count my blessings. In the old days I would have figured, “Heck with it, we’re on vacation,” and toss all caution and training to the wind. And by the time I’d get back home – I could easily be up ten, fifteen or twenty. Not any more.

But, at 11:23, (of the 38 minutes I have left this go-round) I discover I have to pee.

“No way,” I think. If I stop again I will never be able to get back on this thing. I know it. This is way too hard for me today – especially without my usual musical diversion.

15:52: For distraction, I sneak my Bluetooth outta my purse and clip it on my ear, placing a verboten call (club etiquette rules) to my business partner, whispering to her that I’ll be in within the hour.

I then slam my eyes shut, grab hold of the handlebar and by 20:44 I gleefully realize I’m over halfway there.

Failing to keep my mind occupied, I compulsively open my eyes again and again only to find the first thing I stare at is that dang elapsed time.

25:52: How will I keep on walking for the duration? Then I think about the consequences if I don’t – that does it for me every time. After struggling for a lifetime of being mostly overweight, I know full well what will happen if I ever succumb to such lazy thinking again.

An almost anorexic gal climbs onto one of the treadclimbers just a bit in front of me. Her legs and feet are a dizzying blur as she gears up to speed instantly without so much as a how-da-ya-do warm up. She’s tall and weighs maybe ninety pounds dripping wet – half of what I weigh, so what do I expect. The lighter the load, the faster you move.

“Only ten minutes to go, no one would know if you stopped now,” I hear. I know it’s not me but that dang Demon voice in my head trying to sabotage me yet again. I refuse to listen. “I would know, you ass, and that would never do.” Why risk entertaining such a bad habit now, after all I’ve done, after how far I’ve come? Quitting early just isn’t my style. I know how much better I look and feel without that extra 130 pounds. Even with my chronic pains, the effort’s well worth it. The pains are far less and I’m much healthier now.


33:17: My Demon is hard at work begging me, demanding, stomping his foot to get me to stop now “before it’s too late.” “Too late for what,” I snarl? Demon doesn’t come up with a good enough answer, so I press on, eyes clamped tight to shut out the elapsed time’s red-dot display.

36:28: Just a few more minutes. “You can do it,” I encourage myself.

“Don’t be a fool. No you can’t,” hisses Demon.

37:01: Only 59 more seconds of this misery. Rest assured, I will never forget that dang I-pod again.

I see myself punch the cool down button. Am I crazy or what? Adding five more minutes onto this treadmill torture for good measure is insane, but I do it anyway – just because I can, thinking, “Take THAT, Demon.”

I always make sure to get my daily walking workout in no matter how hard it is, no matter what.

How about you? You know there is no REAL excuse.

Do whatever has to be done. It’s always your choice.

Laura Dion-Jones Casey

Dr. Loftin Dougies

During midnight madness the basketball team at Texas A&M University start a new campaign after made 3 pointers. They teach the crowd how to Dougie and the university president chimes in with a lesson of his own.

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Guitar Hero III – the Difficulty Brick Wall – Part One

This is a guide to aid you in overcoming the seemingly insurmountable gap in the difficulty settings of what was the highest selling video game of 2007 even though it was only released in October:  Guitar Hero III – Legends of Rock. It is well documented that this game has a number of very large jumps in the technical difficulty of the game. These are known as brick walls. The most obvious ones are between the main difficulty modes; Easy, Medium, Hard and Expert. There are however other gaps as well. They are easy to see when you compare say ‘Hit Me With Your Best Shot’ to ‘Through The Fire and Flames’ on basically any difficulty. There are simply are not enough songs in between these two extremes, the worst gap for me personally was between the later tracks on Medium difficulty and average ones on Hard.

The general gaps that I have seen people complain about are these:

The 7th and 8th tiers of tracks on every difficulty seem to be much harder than the rest; esp. ‘Raining Blood’ and other very fast tracks. In the later difficulties it is particular sections of these tracks that become a problem.

The jump between each difficulty setting, especially between medium and hard, I.E. ‘Oh GOD NO what is that blue/orange thing on my screen?!’

Specific sections of certain tracks: Such as the start of ‘Through the Fire and Flames’ on expert, the fast solo in ‘One’ on hard and expert and the ‘Running Triplets’ on ‘Knights of Cydonia’ (DAM THEM ALL).

First of all, as I am sure you have heard before if you are looking for a guide such as this; I will mention that the only way to really get better at this game and progress through the harder modes is to practice, practice, practice. However, there is practice that can help you out and practice that can in fact hinder your progress and lead to bad habits such as never moving your fret hand (which can make the jump to hard mode nearly insurmountable (unless you have five fingers and a thumb)).

Let’s start at the start. If you are having trouble with the very beginnings of easy mode, just practice the first few songs (Pat Benetar, etc) until you have gotten the hang of fretting and strumming and all the basic stuff; make sure you have run through the tutorial at least once (if you are playing on the Xbox360 you will get an achievement for it anyway so why not?). Once you have the general idea of how to play the game you might notice that certain tracks or small sections of tracks seem harder than the rest; get used to it, these are the tracks that will keep you up until 5:17am on a Saturday night shaking from all energy drinks that you have been pumping in to try to step up your reflexes. (Actually I think energy drinks help me play certain tracks sometimes but that’s probably something to check with your doctor about).

Soon enough you’ll be working your way up to the hardest tier of the easy setting. Easy is essentially just that; easy. If you have troubles with any particular track just practise it in the practise mode until you can maintain a decent notes-hit percentage. The main ones to watch for in easy are the battles. You might not be used to using star/battle power functions or playing in lefty flip mode (just one of the many battle attacks that can be used against you), the best practise for this is to play battles against other people (if you can find any).  One thing that I suggest you do not do is; play each note with the same finger every time. Once you get into this habit you may continue it into medium difficulty and if you get stuck enough with this style it will make the game very hard for you in hard mode as it is no longer possible after the notes start speeding up and there are five of them to play.

Once you’ve finished the easy campaign you’ll be adding a whole extra note to the mix in the Medium setting. Medium is much faster than easy as well but by this time you’ll be used to the game as a whole and you’ll probably be having a lot of fun. Medium is for the most part, the main difficulty setting that most casual gamers and other random party goers will play the game at so get used to it as quickly as possible. Medium is essentially the ‘meat and bones’ of the game for quite a while. If you have any particular trouble my suggestion is, besides the normal practise mode stuff, to go back to easy mode and try to five-star the song on that difficulty. Once you can five star it on easy without thinking you should be able to at least pass it on medium. Sometimes it is best to just leave that track for a while, go try to high score or five/gold star some other track on a mildly challenging difficulty setting. Invite someone over for some co-op/pro face off or figure out some other way to get some general practice in that won’t force you to smash your controller/TV/game system.

How can doctors become millionaires?

I know that doctors get paid quite a lot, but I’ve heard of doctors (especially in America) who have become very rich.
How do they do that? Is it just by starting up their own practice? And is it easy to start up your own practice as a doctor?

The rich doctors invest their money in other ways — usually in businesses that support the medical field. It’s a "win-win" situation.

Starting a practice is very difficult — and exhausting. If a doctor only has a few partners, then they rotate between each other. The bigger the clinic, the more doctors they can pool for rotations.

Many doctors in our area are taking early retirement — the benefits don’t justify the hard work and outrageous fees, insurance premiums, etc.

Also, what we pay our doctors doesn’t go straight into their pockets. They have large administrative support staff that have to be paid — along with taxes, utilities, insurance, expensive medical equipment necessary to operate … there is more to it than just opening up shop and treating patients.

How to be Lawyer and Doctor ?

Can you be both at the same time? Is this impossible? And what does ”medicolegal” mean? Can you be an eye doctor for like your main profession, and wait until you turn into retirement and start practicing at a law firm after getting a degree when you’re 60 something? THANKS its for my friend they would really appreciate this. best answer……

"Lawyer & Doctor: Can you be both at the same time…Is this impossible?"

Yes, you can do both at the same time. It is not impossible. But it will cost you a lot of money…maybe a house ($180,000+) for each degree, JD and MD. So that’s like paying for two houses your entire lifetime of loans, including a possible home you might have that might cost the same. So, the cost for going to law and medical school at the same time cost so much, takes so much time to study, and takes away time from family. You also work two difficult jobs at the same time if you finish both degrees. Advantage is you finish at a young age, and a shorter time.

"And what does ”medicolegal” mean?"

Medicolegal (I’m not sure why you put it in quotes) basically means anything related to both medicine and law. It’s most used in doctor’s malpractice cases.

"Can you be an eye doctor for like your main profession, and wait until you turn into retirement and start practicing at a law firm after getting a degree when you’re 60 something?"

First off, an eye doctor is called an Optometrist, Orogolomistician, or Ophthalmologist depending on the emphasis. Secondly, this profession is a separate professional degree for a Medical Doctor. You have to go to one of the 19 accredited Optometry schools in the United States. And yes, if you do become an optometrist (Doctor of Optometry degree), then you can have that as a main profession, and then when you retire from that profession, you can continue working private practice at a law firm as long as you graduated from law school with a Juris Doctor degree (JD) or LLM degree (Master of Law degree).

And yes, you can be studying to become an optometrist and a lawyer at the same time. Just as it is possible to becoming a medical doctor and a lawyer at the same time. Your path does not have to be dual degree, meaning a path catered to both degrees in a a single university. I know several people who have done both optometry school to become an "eye doctor" and law school simultaneously. It just takes a Type-A personality, motivation, lots of money, and excellent time management to do both schools. But personally, I think it’s a bad idea to do both as it takes up a lot of money and time with family. If you pursue just one…either a doctor or lawyer degree, then you’re nearly guaranteed a job. Good luck!

Dr. Joe Borio Chiropassion Consulting: New Practice Start Up Testimonial Dr Chris Odom

drjoeborio, Consulting, New, Practice, Start, Up, Testimonial, Dr, Chris, Odom, mpeg2videoDr. Joe Borio Chiropassion Consulting: New Practice Start Up Testimonial Dr Chris Odom

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Performance Review 2.0: Eight Ways to Overhaul Your Employee Evaluation System (and Transform Your Culture in the Process)

by Quint Studer

Performance reviews get a bad rap these days. Employees dread them, vacillating between cynical eye-rolls and desperate last-minute bids to suck up to the boss before review time. Managers see them as an obligation to plow through before they can mark one more task off their endless to-do lists. And lately, prominent business journalists have gotten in on the act, not only questioning the relevance of reviews but suggesting that they’re actively harmful to morale and overall organizational results.

Are the naysayers right? Should the performance review be banished to the ash-heap of obsolete business practices?

Absolutely not. Performance reviews themselves aren’t the problem. It’s the way companies handle the review process that’s flawed.

Performance reviews are necessary. And when they’re done properly, people actually like them. I mean, employees want to know how they’re doing. They want to connect with their managers. And reviews give leaders an opportunity to measure performance results, reward great employees, and move not-so-great ones up or out.

That being said, many companies could stand to overhaul their performance review system. Changing your approach will not only make your reviews more effective, it can have a positive impact on company culture.

So what can you do to make your performance reviews really count? Here are a few guidelines:

Think of them as a process, not an event. Let’s put the traditional performance review in context. It’s “business as usual” all year: Employees go about their work, managers go about theirs, and never the twain shall meet. Then suddenly, once a year, they do meet. That one encounter is expected to yield a productive meeting of the minds, followed by growth and progress on the employee’s part. It rarely works that way. The review is an aberration in the fabric of daily work life, so of course results are lackluster.

Leaders should be laying the groundwork for performance reviews all year long. I think leaders should practice weekly or even daily rounding for outcomes. In the same way that a doctor makes rounds to check on patients, a leader makes rounds to check on employees. The technique allows you and your managers to regularly touch base with employees, make personal connections, recognize success, find out what’s going well, and determine where improvements are needed.

Rounding is not about tossing out a casual “How are you?” and then walking off without waiting for an answer. It means asking specific questions in the right sequence: Do you have the tools and equipment you need to do the job? What is going well? What isn’t going well? Is there anyone who’s been particularly helpful to you that I should recognize? Always listen and write down your answers and then follow up—if you don’t do this last part, it negates all your hard work.

When you build your reviews on a foundation of rounding, they become meaningful. They’re the culmination of lots of mini-meetings. Neither party is surprised by what the other party says during the reviews because the issues have been raised before—probably more than once.

Hold them four times a year. That’s right. The annual performance review should become the quarterly performance review. If this sounds like a lot of work for managers, it is. But it’s also far more effective than the annual review, which too often reflects an employee’s performance during the previous month leading up to the meeting.

What if that month turns out to be an employee’s one bad month in an otherwise good year? Quarterly reviews are a far more accurate reflection of the employee’s overall performance. They force leaders to pay close attention all year long.

Link reviews to organizational goals. It may seem an obvious strategy, but surprisingly few leaders structure employee evaluations around concrete, companywide goals. This is a mistake. When employees know they are going to be graded on the progress they made toward goals the entire company shares, they will alter their behavior accordingly. But don’t just impose these goals. Get employee input up front. This helps employees “connect the dots” regarding the impact they have in the organization and makes them feel like an important part of the whole.

When employees are involved in crafting organizational goals, they’re far more likely to understand them, buy into them, and work toward them. And when leaders bring up these goals again and again in performance reviews, it reinforces employee efforts.

Make review criteria as objective as possible. One of the major criticisms leveled at performance reviews is that they’re based on maddeningly subjective criteria. What do words like communication, organization, and professionalism really mean? And what does it say that Manager A gives Rebecca a 2 in “Communication” while Manager B, who supervised her last year, gave her a 4? Clearly, it says that perceptions—of the criteria measured, of employee behavior, and maybe of both—vary wildly.

What you can’t argue with is hard numbers. Measurement. The medical field is notorious for its measuring—Which department has the highest patient satisfaction scores? Which one has the lowest employee turnover?—and there is no reason other industries can’t take the same approach.

Let’s say you work for an appointment-based business—maybe a tax preparation firm or a spa—and you’ve found that customer follow-up calls increase return business. What you do is ask employees to make a certain number of calls per week. Then, in your performance reviews, you can tie their efforts to outcomes. Look at how many calls are actually being made and how much return business they’re generating. When you keep an eye on these follow-up calls all year long, you can more accurately track what’s working and change the script for effectiveness.

Strive to make performance reviews conversations, not confrontations. In Results That Last, I endorse the 90-day plan, a coaching tool designed to manage dialogue between a leader and his or her supervisor on progress toward goals and to put specific actions in place to achieve those goals. While 90-day plans tend to involve the management team rather than the rank & file, the “coaching” aspect should hold true for all levels of employees.

The words “performance review” call up an image of a stern judge pronouncing a sentence on the nervous employee. This doesn’t inspire anyone. The best leaders draw employees out, solicit their ideas for improvement, and offer concrete suggestions on how to better pursue the goals you’ve set together.

Avoid falling back on we/theyism. Let’s be honest. Most employees come into performance reviews with the hope of walking away with a pay increase. Leaders often have to disappoint them (especially in today’s economy). And many of them fall prey to the “we/they” phenomenon—as in, “Well, Rick, I fought for your pay raise but you know those tightwads over in Corporate.” Problem is, we/theyism has a divisive effect on company culture.

This is rarely a deliberate choice but rather the natural fallback position of someone who hasn’t had formal leadership training. Make a conscious effort not to do it. In fact, make an effort to position the company as a united entity. It’s fine to say something like “Sales are down 11 percent and no one is getting raises. But we have a great team, we’re all working hard, and I’m confident we can turn things around.”

Make sure all leaders are singing from the same choir book. Leaders aren’t born knowing how to hold effective performance reviews. They need to be trained. Thus, standardizing the review process is a must.

Train your managers in how to do these new performance reviews before you roll out the initiative companywide. Otherwise, you’ll see inconsistent results in companywide goals.

Use reviews as a springboard to move low performers up or out. Of course, the whole idea behind these reviews is to improve employee performance, right? So what do you do when certain low-performing employees refuse to budge? What you don’t do is let them hang around year after year.

It’s essential to get rid of low performers. It’s not optional. When they’re tolerated in a company, they tend to pull middle performers down to their level. Worse, your high performers will get disgusted and leave. Get rid of your “bad apples,” and your middle performers will naturally start to emulate the behavior of your star employees.

The reviews I’ve described—frequent, objective, and goal-driven—enable you to very quickly build a case against your low performers. It’s a good way to gather the evidence you need to fire them if they don’t start improving.

Admit it: Not having to endure the annual “performance review” charade of old would be a huge relief for all concerned. But the benefits reach far beyond the meetings themselves. In fact, it’s no exaggeration to say that transforming your performance review system can transform your entire company.

The way you motivate and reward employees is everything. When employees believe they are treated fairly, when they are engaged in the company’s mission, when they are coached toward meeting clearly stated goals, well, they’re going to put their hearts into their work. They’re going be passionate about it.

We’re talking about nothing less than changing the culture of your company. That’s a huge, major step toward long-term success. I’ve always said it and I still believe it: A great culture outperforms strategy every time.

# # #

C. Hand

What do I need to do to become a doctor?

I am in high school and am looking at colleges and I would like to be either a doctor or an agricultural manager. I will ask a separate question about agriculture, but for being a doctor, can someone give me detailed information as to what I need to take in college to get into medical school, how long I need to be a resident or intern, and how long it takes before I can start my own practice. I would like to be either an oncologist or a general surgeon. I love science and love to do service and help people. So basically, tell me what I need to do (or what most doctors do) until I can start my own practice. Thanks.

1] you must complete a baccelaureate degree; including one year each of biology, chemistry, organic chem, inorganic chem, and English. You must also take calculus.
2] current competitive GPAs for med school are about 3.8
3] you will take an MCAT exam at beg of junior year, to apply to med school
4] med school is 4 more years
5] then you complete a residency – 3 to 7 more years; depending on the specialty you select