Category Archives: APESSAY

HOW CAN THE TECH COMMUNITY COLLABORATE WITH ACADEMIA AND GOVERNMENT TO ADDRESS DIVERSITY ISSUES

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The tech industry, academic institutions, and government agencies all have an important role to play in promoting diversity and inclusion. By collaborating strategically across sectors, they can help create meaningful, long-lasting change.

At the academic level, universities must make computer science and engineering education more accessible and welcoming to people from all backgrounds from a young age. Outreach programs that introduce K-12 students to coding and expose them to career opportunities in tech can start shaping perspectives and interest early on. Universities should also evaluate their own recruitment, admission, student support, and classroom dynamics to identify and address any barriers disproportionately impacting women and minority groups. Building a more diverse student body is key to forming a more diverse future tech workforce.

Tech companies can partner with universities on initiatives like summer coding camps, mentorship programs, scholarships, and internship opportunities to get underrepresented groups interested and involved in STEM fields from an early stage. They can also provide input and guidance to universities on curriculum and skills development to ensure computer science programs are training students with the actual skills needed in industry. Companies can commit to diverse intern and entry-level hiring pipelines by actively recruiting from programs focused on getting more women and minorities into tech.

At the government level, agencies like the National Science Foundation and National Institutes of Health can support research and programs focused on issues surrounding diversity and inclusion in STEM. They can fund studies to better understand barriers as well as evaluate what types of interventions are most effective. Increased research funding can incentivize universities to pursue important work in this area. Government agencies are also well positioned to collect and publish workforce diversity data across different organizations, which can help benchmark progress and shed light on best practices.

Tech companies, in turn, should be transparent about publicly reporting their own diversity statistics annually so their efforts and challenges are clear. While numbers alone do not capture the full picture, data transparency builds accountability. It also enables useful comparisons across firms, projects, roles, and regions to pinpoint specific issues requiring more targeted actions. Government agencies can work with companies to develop standard reporting guidelines and templates to facilitate data collection and analysis.

Governments at the city, state, and national level are also well positioned to implement K-12 education policies aimed at improving access to computer science, ensuring curricula reflect diverse populations, and addressing equity issues that may negatively impact underrepresented groups. They can provide funding to support these initiatives. Government policies can additionally promote workplace diversity through measures like target-based hiring incentives or mandate transparency into company diversity reporting and non-discrimination policies.

Beyond educational and policy interventions, the tech industry, universities, and government agencies all have a responsibility to culturally transform internal norms, practices, and environments in a way that’s intentionally inclusive and supportive of diverse talents. For tech companies, this means examining hiring biases, lack of promotion opportunities, unequal pay, exclusionary workplace cultures, and more. Conducting anonymous employee surveys, implementing unconscious bias trainings, setting senior leadership diversity goals, and piloting affinity groups or employee resource groups are some proactive steps companies can take.

Academic institutions similarly need to confront issues around subtle biases in faculty or mentorship, lack of representation among role models like deans or department chairs, unequal access to networking opportunities, and fraternity-like climates within certain disciplines or programs. Implementing systematic reviews of tenure and promotion processes, diversifying speakers brought to campus, and focusing conference attendance on underrepresented groups can help address institutional weaknesses.

Government agencies also need to scrutinize internal hiring, leadership, budgets, programs, and public-facing materials through an equity lens. For example, leveraging diverse review boards for grants and proposals, rotating public engagement events across geographical areas, and standardizing inclusion practices can make government more accessible and representative.

No single organization holds all the answers or bears full responsibility. Meaningful change requires a spirit of collaboration, continuous improvement, and shared accountability across sectors. By working together through complementary initiatives, the tech industry, academia, and government have tremendous collective potential to transform our education systems, workforces, and cultures into ones that cultivate, advance and fully utilize all of our diverse talents. Coordinated, long-term efforts will be needed to overcome deep-rooted challenges, but incremental progress through partnership can help move us closer to a future of greater equity and inclusion in STEM fields.

HOW HAS GLOBALIZATION IMPACTED THE DISTRIBUTION OF POWER IN THE WORLD

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The rise of large multi-national corporations and increased economic interdependence between nations has shifted economic power away from nation-states towards very large companies operating across borders. As companies have globalized their operations through foreign direct investments and international supply chains, their revenues and profits have grown exponentially, in some cases exceeding the GDP of many smaller countries. Companies like Walmart, Google, Shell, and Toyota now exert significant influence not just through their economic roles but also through their lobbying efforts and ability to threaten moving investments if governments pursue policies that negatively impact corporate profits. This shift in power away from countries to very large border-spanning corporations is one of globalization’s most consequential impacts on geopolitics.

The rise of new global economic powers like China, India and Brazil has also re-balanced global economic influence away from the traditional Western powers. In the 1970s, the US, Western Europe nations and Japan accounted for around 70% of global GDP measured by PPP. As many developing nations pursued rapid export-oriented growth through integration into global supply chains and the world trading system under globalization, their share of global economic output expanded significantly. According to IMF estimates, developing nations as a whole accounted for around 50% of global GDP measured by PPP in 2017, with emerging economies like China and India challenging traditional powers on the global stage through their rapidly rising economic output and influence. While political power has still been concentrated in the West so far, globalization has enabled the rise of new global economic powers seeking a greater say commensurate with their economic weight.

The interconnectedness created by globalization has reduced the autonomy of smaller nation-states to determine their own economic policies, as global markets now intensely scrutinize every domestic decision of countries for its global spillover effects. Bond markets, equity markets, trade and capital flows now react instantaneously to any hint of unexpected policy changes worldwide due to the speed of information transmission. Consequently, governments in countries have a significantly reduced policy space to carry out domestic economic measures like currency devaluations, interest rate changes or subsidies without sparking an adverse market reaction. Big emerging economies have also gained through their dominance in setting global prices for key commodities like oil that smaller import-dependent countries have less control over. This reduction in policy autonomy for smaller nations and shift in influence towards larger countries and global markets/corporations is another way globalization has reshaped the global balance of power.

By enabling the free flow of information worldwide, globalization has empowered non-state actors and civil society groups in challenging the power of authoritarian nation-states in new ways. The sharing of information across borders through the rapid spread of technology like the Internet, satellites and smartphones has enabled activists, journalists and citizen networks to much more easily coordinate and publicize instances of human rights violations or oppressive policies within closed countries. They can generate global attention and pressure, countering attempts by such regimes to censor internal dissent or limit outside scrutiny of their actions. Several authoritarian regimes that sought to control the flow of information within their borders have found such control increasingly difficult due to globalization. This has given more clout to outsider advocacy and civil society groups globally relative to the power of some repressive states to operate unchecked internally.

The far-reaching nature of many transnational issues like climate change, pandemics, terrorism and migration that have arisen or been exacerbated due to increasing global connectedness have also empowered international organizations to play a stronger role. Given that such cross-border challenges ignore geopolitical boundaries and can only be addressed through global cooperation, issues like coordinating worldwide actions against climate change have bolstered the standing of multilateral forums and treaty-based mechanisms like the UN. International cooperation under the aegis of such forums involves compromise and consensus-building that dilutes pure unilateral power play by dominant states on such transnational issues. This has seen a meaningful shift in global influence towards multilateral processes and organizations over specific nation-states.

Over the past few decades globalization has significantly transformed the existing distribution of power structures in the world in these major ways – through the rise of corporate giants stretching beyond borders, the enhanced global economic influence of emerging powers, the reduced policy autonomy of smaller states, the empowerment of transnational non-state actors and civil society groups, and the boosting of multilateral forums to address cross-border challenges. While certain nations and economic blocs still maintain disproportionate strength, globalization has arguably reduced concentration of power by enabling the rise of new actors and reshaping the terms of global policymaking in a more complex multi-polar direction with both opportunities and risks ahead.

WHAT ARE THE BENEFITS OF INDUSTRY EXPOSURE IN CAPSTONE PROJECTS

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Capstone projects are meant to allow students nearing the end of their academic programs to demonstrate the skills and knowledge they have gained throughout their studies by taking on a substantial multi-disciplinary project. Incorporating industry exposure into these capstone projects provides numerous benefits both for the students as well as for the partnering industry organizations.

One of the key benefits of industry exposure is that it allows students to gain real-world experience working on an actual project or problem that an industry is facing rather than a theoretical or hypothetical scenario. This experience of working directly with industry partners to identify needs, define requirements, implement solutions, and see projects through to completion provides invaluable lessons that cannot be taught inside a classroom. Students learn critical soft skills like project management, teamwork, communication, problem-solving, and time management that are essential for their future careers but are best developed when applied to real problems and constraints.

Working directly with industry exposes students to current practices, technologies, and challenges that companies are facing in their respective fields. Through exposure to industry mentors, workplace settings, resources, and processes, students learn what is actually expected of new graduates entering the workforce. They gain a more accurate understanding of the transition from academics to professional employment versus learning only from textbooks, labs, or theoretical classwork. The experience also allows students to build professional networks within organizations that may lead to job or internship opportunities down the road.

From an industry perspective, capstone projects that involve real collaboration provide organizations an opportunity to solve problems or develop new capabilities at low cost by tapping into the skills and perspectives of students. Students bring fresh eyes and can provide innovative solutions or approaches that industry professionals may have overlooked due to familiarity with existing processes or constraints. Successful student projects also help companies pilot potential new technologies, products or services with reduced risk versus internal development. Where applicable, some companies have been able to commercialize student project results or hire capstone teams to continue developing initial solutions and prototypes.

Industry exposure benefits educational institutions as well by ensuring their curriculum and programs remain relevant and aligned with current workplace needs. Through working directly with companies, faculty gain insights into emerging trends, technologies and skill requirements. They learn what additional topics or experiences need to be incorporated into courses and programs to continue preparing graduates optimally for their desired careers. The connections built between schools and industry also open doors for additional research collaborations, funding opportunities, internships and jobs. Schools with visible industry partnerships gain prestige which attracts higher quality prospective students.

Students gain confidence and real validation of their abilities when they can leverage their education to make an impact on meaningful industry challenges. Observing projects through to real implementation versus theoretical conclusions keeps students engaged and motivated throughout their studies. Early exposure to professional environments through capstone collaboration also helps ensure a smooth transition for graduates entering the workforce. Companies benefit from low-cost pilots, solutions and talent identification while schools see improved responsiveness, networking and results. The combination of students’ fresh perspectives partnered with industry guidance and needs leads to highly valuable experiences and outcomes for all involved.

A factor critical to optimizing the benefits is the structure and management of industry capstone partnerships. Clear and formalized processes need to be in place by schools for partner identification and coordination, scope definition, confidentiality considerations, mentorship, deadlines and deliverables. Regular check-ins between all stakeholders including faculty advisors help guide projects, address challenges and capture learnings. Documentation and presentation of results are key to demonstrating impact. With the right framework balancing academic objectives with real industrial constraints and needs, capstone projects can become a transformative experience bridging education and career preparation in a highly impactful way for students and industry alike.

Industry exposure incorporated strategically into capstone projects provides students unparalleled opportunities to apply their learning while developing essential professional skills. Companies benefit from cost-effective pilots, networking and insights to drive innovation. Schools strengthen program relevancy and marketability through industry‐informed curricula and relationships. With dedicated coordination and guidance, capstone collaborations have large potential to transform students’ academic experiences while tackling authentic problems—creating impactful benefits for individuals, organizations and educational institutions into the future.

HOW CAN HEALTHCARE LEADERS EFFECTIVELY ADDRESS THE ISSUE OF WORKLOAD AND STAFFING RATIOS

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The issues of workload and appropriate staffing ratios are among the most important challenges that healthcare leaders face. Ensuring adequate staffing levels to safely care for patients is crucial, yet balancing workload and staff well-being is also vital for retaining talented clinicians and preventing burnout. There are several proactive strategies leaders can employ:

Begin with transparent data collection and analysis. Leaders need accurate insights into current workload distribution, staffing gaps, patient acuity levels and overtime trends on each unit or department. Electronic health records and payroll systems often contain rich data that can be mined and benchmarked against evidence-based metrics. Annual reviews of workload assessments can identify units exceeding safe thresholds.

Partner with frontline teams in workload modeling. Rather than directives from above, effective solutions emerge from collaboration. Form committees with managers and direct care staff to map care processes, time-motion studies, develop workload formulas aligned with patient needs and engage in scenario modeling for planned growth or program changes. Their first-hand experiences are invaluable for constructing meaningful metrics.

Incorporate workload considerations into staffing plans. Safe staffing must account for clinical responsibilities as well as duties like documentation, communication, education and self-care. Rigorous acuity-based formulas are still developing but can guide target nurse-to-patient ratios on medical-surgical units according to patient turnover, admissions/discharges and anticipated needs. Ratios alone are insufficient – schedules must allow flexibility to respond to sudden changes.

Use technology judiciously to augment staff. While understaffing remains a crisis in many settings, indiscriminate use of technological ‘solutions’ risks de-professionalizing care teams. Digital tools like patient tracking systems, telemedicine carts, remote monitoring and automated documentation can reduce some burdens if implemented ethically with guidance from frontline end-users. Objectively evaluate each application’s impact on workload before investing.

Boost resources through productive partnerships. Staffing issues often stem more from inadequate budgets than a shortage of qualified clinicians. Interdisciplinary care models that leverage clinical roles like pharmacists, social workers, physical therapists and care coaches can expand capacity in a sustainable manner if properly funded and supported. Community partnerships that provide non-clinical services in hospitals or transition patients safely after discharge also alleviate burdens on core staff.

Provide meaningful administrative support. Direct care teams should spend the majority of their time caring for patients rather than performing non-clinical tasks. Administrative functions like scheduling, credentialing, procurement, facility maintenance, transportation, housekeeping and equipment preparation are best undertaken by dedicated specialists so frontline staff can focus on their clinical role. Optimizing workflows across departments through joint planning also removes inefficiencies.

Prioritize health-promoting policies. Organizations demonstrate their commitment to employees’ well-being through programs and benefits that support financial, physical and mental health. Leaders advocate for safe limits on mandatory overtime, maximize work-life harmony through flexible scheduling, offer stress management resources, and sufficient time off to recharge. Compensation programs provide competitive pay commensurate with experience, education and regional costs of living to attract top talent and incentivize retention.

Promote a just culture of transparent communication. Staff respect leadership that is solution-oriented, accessible and willing to understand problems from all angles rather than blame. Host regular check-ins, both organization-wide and on specific units, to share data, listen to concerns, and partner on addressing root causes together. Difficult decisions affecting workloads must be clearly explained with opportunities for input and feedback to build trust. Anonymized staff satisfaction surveys provide additional insights into workplace culture and morale issues.

Regularly evaluate initiatives and pilot programs. No strategy will perfectly resolve complex challenges immediately. Leaders continuously monitor implemented programs through agreed-upon metrics over several months or years, make adjustments as needed from collected data and frontline recommendations. Successful pilots warrant scaling up while ineffective efforts are revised or discontinued. Outcome measures include retention rates, overtime trends, patient experience scores, workplace injury reports alongside subjective assessments of morale, teamwork and perceived support.

Addressing workload and staffing sustainably demands a holistic, evidence-based and collaborative approach. Leaders who commit to transparency, engaging their teams as partners in decision making, prioritizing health and well-being, and continuously improving through data and feedback have the greatest success in positively influencing these multifaceted issues over time for the benefit of both their organization and care teams’ well-being. Commitment to the wellness of both employees and patients is paramount for any healthcare system.

WHAT ARE SOME EXAMPLES OF RARE PEDIATRIC CANCERS THAT COULD BE THE FOCUS OF A CAPSTONE PROJECT

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Rare cancers that affect children are of particular interest for capstone projects because they often receive less research funding and attention compared to more common adult cancers. Developing a deeper understanding of the molecular mechanisms, treatments, and patients’ experiences with rare pediatric cancers can help advance care for these vulnerable populations. Here are some examples of rare pediatric cancers that would be suitable topics for an in-depth senior or graduate-level capstone project:

Neuroblastoma is a rare cancer that forms in certain types of nerve tissue and most commonly appears in young children, often presenting in the adrenal glands, chest, abdomen or neck. It accounts for around 15% of all childhood cancers but less than 1% of all cancers diagnosed. Despite being rare, neuroblastoma is responsible for more deaths among children with solid tumors than any other cancer. A capstone project could explore new targeted therapies and immunotherapies in development for high-risk neuroblastoma. The student could conduct a literature review of recent clinical trials and analyze molecular markers to identify patient subgroups most likely to respond to certain treatments. Understanding the genetics and biology of neuroblastoma in more detail could help accelerate the development of personalized, precision medicine approaches.

Ewing sarcoma is the second most common bone cancer in children after osteosarcoma. It remains quite rare, accounting for less than 1% of all cancers and 3% of childhood cancers. Ewing sarcoma most often appears in bones of the pelvis, legs, chest, or spine and is characterized by translocations linking the EWS gene to an ETS family gene. A capstone project on Ewing sarcoma could comprehensively review past and current standard of care therapies, while also evaluating promising new targeted drugs and immunotherapies in preclinical and early phase clinical testing. Interviews with patients, families and clinicians could provide insights into the challenges of living with and treating this aggressive bone cancer. Identifying biomarkers for early detection and response to treatment is another important area warranting further research highlighted by such a project.

Rhabdomyosarcoma is a type of soft tissue sarcoma that develops from skeletal muscle cells or muscles in other parts of the body. It represents about 3-4% of all childhood cancers but is still considered rare. The most common locations are the head and neck region, genitourinary tract, and extremities. Subtypes include embryonal, alveolar and pleomorphic. A capstone project could focus specifically on the more aggressive alveolar subtype, analyzing its distinctive genetic mutations and exploring combination therapies to overcome resistance. The student might profile a series of alveolar rhabdomyosarcoma cases at their institution to identify clinical or molecular characteristics associated with improved outcomes. Interviews with long-term survivors could offer unique perspectives on the emotional and physical impacts as well as care needs over time.

Atypical teratoid/rhabdoid tumor (AT/RT) is an extremely rare and highly malignant type of cancerous brain tumor that primarily affects young children. It develops from cells in the central nervous system and has a very poor prognosis despite intensive multimodal therapy. AT/RT represents less than 1% of all pediatric central nervous system tumors but is the focus of considerable research efforts given its lethal nature. A project delving into the molecular hallmarks and epigenetic dysregulation characteristic of AT/RT could survey targeted agents in preclinical testing and early stage clinical trials. Collaboration with neuro-oncologists may provide access to tumor samples for exploring biomarkers of sensitivity and resistance. Investigating supportive care interventions and quality of life for patients undergoing complex treatment regimens could also yield important insights.

Wilms tumor, also known as nephroblastoma, begins in the kidneys and is the most common malignant tumor of the kidneys in children. It represents approximately 6% of all childhood cancers yet remains defined as a rare cancer. Wilms tumor is usually found in children younger than 5 years old, with 80-90% of cases arising before the age of 6. A capstone topic could extensively review protocols from cooperative clinical trials groups to analyze factors influencing event-free survival overtime. The student might conduct interviews with nursing professionals and child life specialists to gain perspective on psychosocial support needs throughout the patient journey. Exploration of genomic characterization efforts aimed at more precisely stratifying risk could also yield valuable insights for precision oncology approaches.

Rare pediatric cancers like neuroblastoma, Ewing sarcoma, rhabdomyosarcoma, AT/RT and Wilms tumor present opportunities for in-depth capstone study. Delving into disease biology, therapeutic developments, clinical research challenges, and patient/family experiences could advance understanding and care for these underserved populations. With a comprehensive literature review augmented by primary data collection, a student could produce an original research project meaningfully contributing to progress against devastating pediatric cancers.