Doctoral writing and remote supervision: What the literature tells us

2021 ◽  
Vol 58 (6) ◽  
pp. 624-634
Author(s):  
Cally Guerin ◽  
Claire Aitchison
2020 ◽  
pp. neurintsurg-2020-017053
Author(s):  
Emanuele Orru' ◽  
Miklos Marosfoi ◽  
Neil V Patel ◽  
Alexander L Coon ◽  
Christoph Wald ◽  
...  

BackgroundExisting travel restrictions limit the mobility of proctors, significantly delaying clinical trials and the introduction of new neurointerventional devices. We aim to describe in detail technical and legal considerations regarding international teleproctoring, a tool that could waive the need for in-person supervision during procedures.MethodsInternational teleproctoring was chosen to provide remote supervision during the first three intracranial aneurysm treatments with a new flow diverter (currently subject of a clinical trial) in the US. Real-time, high-resolution transmission software streamed audiovisual data to a proctor located in Canada. The software allowed the transmission of images in a de-identified, HIPAA-compliant manner.ResultsAll three flow diverters were implanted as desired by operator and proctor and without complication. The proctor could swap between images from multiple sources and reported complete spatial and situational awareness, without any significant lag or delay in communication. Procedural times and radiologic dose were similar to those of uncomplicated, routine flow diversion cases at our institution.ConclusionsInternational teleproctoring was successfully implemented in our clinical practice. Its first use provided important insights for establishing this tool in our field. With no clear horizon for lifting the current travel restrictions, teleproctoring has the potential to remove the need for proctor presence in the angiography suite, thereby allowing the field to advance through the continuation of trials and the introduction of new devices in clinical practice. In order for this tool to be used safely and effectively, highly reliable connection and high-resolution equipment is necessary, and multiple legal nuances have to be considered.


2012 ◽  
Vol 31 (4) ◽  
pp. 435-447 ◽  
Author(s):  
Claire Aitchison ◽  
Janice Catterall ◽  
Pauline Ross ◽  
Shelley Burgin
Keyword(s):  

2021 ◽  
pp. 026455052110508
Author(s):  
Annelies Sturm ◽  
Sylvana Robbers ◽  
Renée Henskens ◽  
Vivienne de Vogel

Since the start of the COVID-19 pandemic, online supervision has increased markedly, including within the Dutch probation services. In the present research, we systematically collected and analysed both clients and probation officers’ experiences of working online in the prior year. Although the clients were generally positive about remote supervision, some expressed that they missed the personal contact. According to most of the probation officers, remote working is flexible (efficient, saves time, travel costs), appropriate for certain phases of the probation process (especially at a later stage when a working alliance has been established) and particularly suitable for probationers with mild problems and low risk profiles. The general experience was that conversations are both more pragmatic and business-like, which, in turn, can produce both strengths and limitations. Once a foundation has been established, it appears to be possible to continue working remotely with clients, albeit the probation officers stressed that this depended on the type of client, type of offence and risk level.


2021 ◽  
Vol 31 ◽  
pp. 136-162
Author(s):  
Beverly FitzPatrick ◽  
Mike Chong ◽  
James Tuff ◽  
Sana Jamil ◽  
Khalid Al Hariri ◽  
...  

PhD students are enculturated into scholarly writing through relationships with their supervisors and other faculty. As part of a doctoral writing group, we explored students’ experiences that affected their writing, both cognitively and affectively, and how these experiences made them feel about themselves as academic writers. Six first and second year doctoral students participated in formal group discussions, using Edward de Bono’s (1985/1992) Six Thinking Hats to guide the discussions. In addition, the students wrote personal narratives about their writing experiences. Data were analyzed according to the rhetorical rectangle of logos, ethos, pathos, and kairos. Analysis revealed that students were having struggles with their identities as academic writers, not feeling as confident as they had before their programs, and questioning some of the pedagogy of teaching academic writing.


2010 ◽  
Vol 57 (9) ◽  
pp. 3139-3147 ◽  
Author(s):  
Alberto M. Pernia ◽  
S. A. Menendez ◽  
Miguel J. Prieto ◽  
Juan A. Martinez ◽  
Fernando Nuno ◽  
...  

2012 ◽  
Vol 37 (8) ◽  
pp. 989-1003 ◽  
Author(s):  
Brian Paltridge ◽  
Sue Starfield ◽  
Louise Ravelli ◽  
Sarah Nicholson

Author(s):  
Joanna Karin Grov Fraser ◽  
Jan Ove Dagestad ◽  
Barry L. Jones

For more than a decade, Baker Hughes has developed a number of IO applications and WellLink technologies building its BEACON (Baker Expert Advisory Centre Operation Network) platform for the digital oilfield. The scope of BEACON is remote access of real-time rig data, drilling data and wireline data, production and pump monitoring, and static file management. These technologies have enabled the company’s collaboration centers around the world primarily to monitor, support, and optimize operations without having to be physically present at rig site. This development has been a foundation for a successful roll-out of remote collaboration and re-manning of operations, where Baker Hughes has reduced the number of personnel needed at rig site by 25-50%. Monitoring and remote supervision of real-time information 24/7 to optimize overall performance and paperwork (logging, petrophysical analyses) are now all done by people in the office using information communications technology to connect to the rig site. Larger-scale re-manning can also be done with services such as reservoir navigation, drilling optimization, pump management, liner hanger down hole technical support, et cetera. On the Norwegian shelf, where re-manning has been done at higher levels than in many other regions, nearly 50% of Baker Hughes’ staff who would traditionally have been offshore can be re-manned during operational peaks – this means they are either in an office onshore, or their responsibilities have been changed. Baker Hughes’ cross-training of personnel facilitates this flexibility, allowing for efficient and HSE-compliant re-manning.


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