Letter: More questions about S.I.
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The ability to judge egocentric distance was assessed in two groups of six observers using a manual pointing task. The purpose of the study was to determine the extent to which blur-driven accommodation can provide information on target distance in the absence of any retinal cues to distance. Observers were extremely accurate when carrying out the pointing task in a 'full-cue' condition. In contrast, observers were extremely poor at carrying out the task when accommodation was the only distance cue available. Responses on individual trials bore little relationship to the actual target distance in any of the observers. On the other hand, accommodation weakly biased the mean responses in some observers. This bias appears to be due to the observers' effective use of accommodation to determine whether the target presented in one trial was nearer or further away than the target presented in the previous trial. Accommodation therefore appears to provide ordinal information, although the distance signal may actually arise from accommodation-driven vergence. The poverty of accommodation as a source of metric information was highlighted in a second group of observers who all demonstrated a strong bias when perceiving distance in the presence of an initially ambiguous retinal cue. It is concluded that accommodation can act as a source of ordinal distance information in the absence of other cues to distance but the contribution of accommodation to normal distance perception in full-cue conditions is questioned.
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The development and general concepts of the Système International d'Unités (SI units) are discussed. The basic and derived quantities and units of the SI used for clinical laboratory data are reviewed. Ranges of normal values for a number of body fluid constituents are given in the units in current general use and in SI units, with corresponding conversion factors.
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PURPOSE: Interviewing for a director of pharmacy position is discussed, and recommended activities for a pharmacy director's first six months on the job are described. SUMMARY: A prospective pharmacy director should first target the specific positions available that best fit his or her skills. The individual should tour the hospital and the pharmacy for each position of interest. Interviews should include the pharmacy staff, the nursing staff, the direct-report manager, and the medical staff. The hospital's financial condition should be assessed and a postinterview analysis conducted. Once hired, the new director should devote the first three months to an assessment of pharmacy services, staff, and customers; a regulatory and accreditation review; and assessments of organizational leadership, information systems, and clinical services. In addition, key documents, such as hospital policies and procedures, should be reviewed. At the end of the first three months, two documents, a summary of the new director's initial assessments and a chart showing current workflow, should be completed. Tasks for the first six months on the job include devising a work plan to address issues, developing reporting systems and metrics, setting priorities, creating staffing and clinical plans, promoting staff development creating and revising procedures, and evaluating outsourcing needs. The director should take a moment from time to time to celebrate successes with the staff. CONCLUSION: The director of pharmacy has one of the most complex jobs in the hospital. Planning, communicating, networking, writing, listening, leading, and motivating are skills necessary for success.