Network analysis ratings showed Endoflas and ZOE performed better than iodoform alone. Also, LSTR performed better (P less then 0.001) than pulpectomies in teeth with preoperative root resorption, but pulpectomy results were superior (P=0.09) if roots were intact. Rotary instrumentation of root canals was significantly faster (P less then 0.001) than manual instrumentation. Success rates were not impacted by method of obturation or root length determination, type of tooth, number of visits, irrigants, smear layer removal, or timing/type of final restoration. Conclusions Eighteen-month success rates support Endloflas and zinc oxide eugenol pulpectomies over iodoform pulpectomies. Lesion sterilization tissue repair had limited indication for teeth with resorbed roots.Purpose The purpose of this pilot study was to assess whether child life intervention can be an effective alternative to pharmacologic behavior management in uncooperative pediatric dental patients. Methods Thirty uncooperative four- to eight-year-old patients with no history of a negative invasive dental experience were randomly assigned into two groups experimental (E) and control (C). Group E was given two 30- minute child life interventions (CLIs) by a certified child life specialist. Group C did not receive CLIs. Both groups then had an invasive restorative dental appointment, which was video recorded, edited, and viewed to assess behavior via the Houpt scale. Results Group E demonstrated overall better cooperation for the appointment (Group C equals 3.63, and group E equals 4.07.) Conclusions Child life interventions may be considered an adjunct to other behavior guidance techniques, but further investigations should be conducted to evaluate the effectiveness of CLIs on behavior in the dental setting.Decision-making is a central aspect of crisis management, yet research and literature directed at the topic are scarce. Consequently, practitioners have access to very few new decision-making insights. To help fill this knowledge gap, a study of leader decision-making during the 2017 Northern California firestorm was undertaken. The outcomes of the study suggest that crisis decision-making may be less process-driven and consequence-focused than has been previously thought. Rather, a myriad of human elements appear to have significantly influenced crisis decision-making. Three influences discussed in this paper involve the fluidity and variability of decision factors, leader and team trust, and leader wellbeing. Finally, the paper discusses the practical implications of the study's outcomes.Teaching university students and employees how to react during a damaging earthquake can save lives and prevent injuries. Most earthquakes are over in less than a minute, but the real work of emergency managers begins once everyone climbs out from under their safe place and checks for damage to bodies, buildings and infrastructure. Business recovery and academic continuity can take years.  https://www.selleckchem.com/products/hc-258.html  Supplementing uniformed responders with trained employee volunteers can make a huge difference toward recovering quickly. Universities are generally not charged with the role of providing public safety in the same way that government is, so they must train and exercise regularly to get faculty, staff, administrators and even some students to transition quickly during crisis to new responsibilities within an incident command system (ICS) command post or emergency operations centre. During an area-wide emergency like an earthquake, a university campus must be able to run a significant part of its response and recovery efforts on its own, as governments and other institutions around them around will be doing the same - and competing for similar resources. This paper will discuss the advantages and outcomes of providing emergency response training to civilian employees and students, empowering them to become first responders, recovery workers and incident managers to supplement the few professionals paid to fulfil those roles on a full-time basis.Each year, millions of individuals participate in emergency management training courses. Training opportunities are plentiful and offered by a variety of governmental, public and private providers, in a variety of locations and teaching environments, using a multitude of different topics, styles and methodologies. Training opportunities are vast and often designed to support a broad audience of learners, including those seeking to attain new skills as well as those seeking to retrain or change career. Yet, despite the abundant opportunities for training, including education, instruction, exercises and drills (including training on how to train), in the period following the activation of the emergency operations centre, when the time has come to implement the tools and actions taught, there remain problems. With all this training available, what exactly are workers learning and what are they forgetting? This paper will look at the need for an evolution in traditional emergency management training methods, such as what is working, what is not working, and how methods could evolve to enhance training engagement, increase knowledge retention, and improve worker performance.Climate change is posing a significant threat to the coastal counties of Georgia. The Georgia Department of Natural Resources and Hagerty Consulting have recognised this threat and are facilitating a nine-year project aimed at developing a disaster recovery and redevelopment plan for the state's coastal communities, and providing state-wide technical assistance. This paper provides an overview of this planning initiative and summarises the many insights into the pre-disaster recovery and resilience planning process gained from this project.This paper explores the phases of emergency management following an incident through to continuity of operations. It summarises many of the obvious but often missed problems while responding to and recovering from an incident. The authors discuss what they feel is the key step in managing any incident or crisis - setting up the response quickly and correctly from the very beginning. They give insight about how to bring the right people into the room, how to communicate effectively throughout the incident and, most importantly, when to pull in the business continuity personnel so they can begin assessing the situation to ensure a smooth transition between phases and teams.