Podcasts about icrp

Tiff and Dana give guidance on how to successfully manage a practice through an office manager, including long-term business vision, powerful leadership, productive systems, and a ton more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:01) Hello Dental A Team listeners. Dana and I are back at it again today ⁓ with our podcasting spirits behind us and we are so excited to be here with you guys today. Gosh Dana, this is like the beginning of summer for us right now and no matter where you're at in the country, I think you've either been on summer for a few weeks or you're just barely getting there. feel like summer breaks are wild. Like Brody is in school two weeks past my niece. Like it's just been crazy but.   The most fun part about this for both of us is that, I don't know if you guys know this or not, we get asked this question a lot, where is your headquarters? Like, where are you guys based out of? And Dana and I, Britt and I, gosh, I think most of the consultants at this point are in Arizona. Our HQ is actually Reno, Nevada, but we work from home. So, fun part about podcasting during the summer is that each of us have some sort of little or family member or someone   At the door honestly like I had to text in our you know got a family chat go and that's like hey guys FYI and Dana's like let me put a sign on the door so Dana welcome I know I know being a mom is something that lights both of us up and I think one of the best I don't know most I don't know it was like fun parts of our relationship is being able to also laugh about what it's like to be a mom in   Arizona in the sports and in the summer and I love that about the two of us and Dana tell me what has what's the start of summer looking like for you guys over there you've got your I have it easy I will never never discredit the amount of moming that you do over there so tell me how is mom life today Dana   Dana (01:47) it's good. You know, I mean,   it's wild, right? Like, there's a beauty of being able to work from home in that, like, I can very quickly throw chicken nuggets out the door and everybody is fed, right? Yes. But they like all summer long, there are no go zones, depending on what I am doing during the day. So like, if I am on calls, the front room is off limits, because it's directly beside my office. And so I can hear everything that you do.   The Dental A Team (01:58) You just turn them down the whole way, get it. Yep.   I love   that.   Dana (02:17) So I'm constantly like chunking my windows of time as to like where they can be in the house and I've had to put signs up because my neighbor kids also want to come get my kids and I'm like well we just can't knock on the door right now.   The Dental A Team (02:31) Yeah,   yeah, please just give us a moment. I love that. And honestly, though, it's kind of ⁓ like time blocking for practices, right? Because like, when can you do certain procedures? Like you don't want, you know, sedation in the front room with everybody walking by, you've got to have a very specific place for the sedation and a very specific, like no-go zone of do not pass this line once we've started. So it kind of kind of makes me think   Dana (02:34) Yeah.   question.   The Dental A Team (02:59) of how synchronistic life is in general. I say this a lot, with clients that tell us work-life balance, right? We just talked to a client about this together recently, and I'm like, goodness gracious, like we just need a life-life balance, because if we take the systems that work in whatever aspect of life it's coming to you, and if you've got systems that are working at work,   you can probably duplicate them at home and vice versa. If you have systems that are working at home, you can probably take that same thought and that same theory and apply it at work. And it works truly like tremendously because your brain's already wired to think that way. So when you can just stop trying to recreate the wheel and use what you know works, applying it in all areas of your life, things just are easy. I feel like that's how you create easy discipline.   and how you create easy habits. So taking that like time blocking and room blocking and like, guys, from these hours, this is what you're gonna be doing. It's very similar. Billing, you know, all those things. Billing coordinators need to be like, don't bother me between these hours. It's just like, you've got your kids on the other side. I tell doctors constantly or office managers, leadership teams that people are people. We learn how we learn. And if we look at how we teach our children, we can duplicate that.   Dana (03:59) Yeah.   Thank you.   The Dental A Team (04:18) in training systems as well. So Dana, I just spiraled my whole brain right there. I love it. Thank you. Thanks for being such an incredible mom. You are truly impressive. And for those of you who don't know, she's got a slew of children and animals and happenings at her home constantly. And the way that you manage all of that truly is impressive. I think you're an incredible person, Dana.   Dana (04:41) Thank you, Tib. It is a whole lot of winging it. So I appreciate that.   The Dental A Team (04:44) But winging   it, I mean, I think we all wing it when it comes to parenting. I don't think anybody actually knows the step-by-step on what we're doing. So we're all winging it and we're all doing the best that we can, but you also make time for you. You make time for work. You make time for making sure that you're prioritizing what makes you happy and fulfilled because I think that is then teaching your children to do the same and it's super cool to watch. So having an almost grown kid.   I live vicariously through you watching you parent your children and it's super fun from over here. So thanks. Thanks for continuing to have more for us. I'm here for it. I'm here for it. And I hope all of you are here for it too. know you guys, I know you guys get a kick out of my questions I give to Dana because Dana just intrigues me her life and really her choices intrigue me. She's always got something that I'm like, give me all the goods. What can I do now? Brody brought home a soda the other day or I guess the water.   Dana (05:11) you   Keep enjoying the video, Jeff.   you   The Dental A Team (05:38) that you had mentioned a couple weeks ago and I was like, oh my gosh, I know what that is because Dana told me. So you guys, she's here for the tips. If you want them, write in, ask them. Ask Dana, go on Instagram on Mondays now I think it is. Mondays or Fridays, it pops up all week for me. I find them, but she's on there too you guys. She's constantly just divvying out the tips. Find Dana, she's our tip master. And today I'm going to pick your brain some Dana. I want to talk about really effectively   Dana (05:41) you   The Dental A Team (06:06) running a practice through an office manager. And doctors, I don't want you to hear that and think, OK, I don't have to listen to this. Let me go get my manager. Nope, this is for all of you guys. This is for everyone. This is for dentists, owners, office managers, leadership, anyone aspiring to become an office manager, anyone aspiring to just give good tips to the team. Office management can come in varying sizes. And the label office manager, we found even just in hiring consultants, right?   hiring when we were in practice that office manager really doesn't have a good definition for it in the industry. Anything can be an office manager. Most of the time, Dana, maybe you could speak to this as well, I have found that the office manager position, like quote unquote there, usually narrows into billing or dealing with upset patients and really doesn't broaden outside of that. Have you found that as well, Dana? Yeah.   Dana (07:04) Mm Yeah. Yep.   And I usually feel like anytime it is promoted within right, it's typically like, well, she's really good in those insurance. So yeah, yep, I agree with you. Sometimes, you know, yeah, there's some HR pieces added in there or like, you know, I, but I feel like it does encompass mostly keeping track of AR and the money, which is fine.   The Dental A Team (07:11) Yeah.   Yeah, yeah, I agree. I think that's one aspect of it, right? And being able to oversee everything. So there's different avatars for a billing representative, a billing person, and most other positions in the practice. That's gonna come with a different kind of avatar. So depending on the type of office manager that you want in your practice, that's gonna be making a decision there on what your avatar is going to look like. And for us, your office manager in your practice is really helping to run the practice. think Dental A Team considers an office manager   like a secondary owner almost, right? You're looking at it as this is my practice. This is something that I'm fully invested in growing and I love it the same as I would if it were my own business. So that kind of investment really comes from a certain personality type and a certain leadership type. So that style of office manager is really what we're speaking to today. And there's nothing wrong with any type of office manager, any style, any avatar, like you do whatever your business needs.   is what your avatar needs to look like. So today we're speaking towards that different kind of mindset of really growing the practice and being fully invested in it. The reason that we look at it that way is we really think that there's two different minds between a dentist and the office manager that needs to push the agenda of the practice. Our dentist is kind of our idea maker. They're the person who's just coming up with all of the plans. And I think we all   can name a few of these. have one on our team. Ms. Kierdent is fantastic at this. She has the brains and the ideas behind most of the things that we do. And they're just shouting things out, right? They're like, my gosh, we could do this. We could do that. We could do this. And the team is like, stop changing things. Well, when you leave the practice management up to the dentist who's there to create ideas, and there's no one there to filter ideas through,   and to project manage when things do make it past go and we're like, yes, we're gonna do this. When it's all on the doctor, you are gonna suffer those changes consistently because no one's there to say, hey, is this projecting us towards the goals we're working on or is this confusing us and keeping us from reaching those goals? So then we do have teams that are in constant chaos and constant change and they're like, Dana, I can't take another word from this doctor. It's like, well, that's.   We gotta get the doctor out of that position. So that's the type of office manager we're speaking to today is a type of office manager that can say, yes, that's a fantastic idea. Let's see where it will take us. Is this going to push us towards those goals? I have to just brag a little on a client that I've worked with for a while now. Near and dear to my heart, like just two of my favorite humans in the whole world. And honestly, their whole practice is full of some of my favorite humans, but.   not that they didn't start as my favorite humans, but they didn't start there, right? They didn't start where they are today, years later. They started in a very different position. And when they came to me, their goals were to grow production. were like, everybody's goal, right? I want to grow production, which actually means I want to grow collections, right? I want more income. We want more saved on the side. They wanted to reinvest in the building. They wanted to do a little bit of a build out, but they knew that they didn't have a lot of space, so they needed to work with what they had.   And the dentist who was there, he really, really wanted to be a dentist. He loves having a business, but entrepreneurship just is a path for his dentistry. So he truly wants to be a dentist, and he wanted to do more surgery. He wanted to do more involved dentistry. So I was like, fantastic. Office manager, let's talk. Now this specific office manager had never been in dentistry before, at all.   at all, very different career path. could tell you all about it on a whole, it would take a whole podcast because the career is just so cool. Very different career path, probably about as far from dentistry as you could possibly get. And he made the decision to support the doctor and said, I'm going to figure this out. And he was a great manager, right? He managed expectations, but really felt stressed out, second guessed his decision.   He's like, don't think this was right for me. I don't think I'm cut out for this. And I was like, well, let's test the waters. Let's see. And we went down a journey together that has changed, I think, the course of both of our lives, probably. It's just been so cool to take this journey with them. But taking an office manager, Dana's done this too. I think all of us at some point have taken an office manager who's never worked in dentistry before and helped to create an amazing office manager.   So all of you dentists who are like, well, they don't have experience. It's not always necessary if the other pieces are there and if the dentistry can be taught if there's space for it. So keep that in mind. I don't I'm not telling you go find someone with no experience. I'm not telling you you have to have experience. Like I'm telling you it's just got to fit for you. This specific manager and a couple others that I've worked with didn't have that experience. And what we worked on then was what it takes to be an office manager, which is actually leadership.   And Dana, I know you work on this a lot with a lot of practices, starting with the leadership and really becoming the person that a team can look up to, starting with the culture and creating what you want your practice to look like. Because without that, Dana's freaking systems queen. But Dana, how difficult is it to create systems for a practice that we can't imagine what we want it to look like?   as compared to being able to imagine what we want the business and the practice to look like and what the leadership should look like, then the system's followed. Which do you feel like in your experience, especially with an office manager who's never been trained in dentistry, which do you feel like is the path that you take the most frequently?   Dana (13:06) Thank   ⁓ hands down it's building the vision and figuring out what you want because anywhere in dentistry when it comes to the schedule when it comes to your leadership team when it comes to goals like you have to know what you're trying to achieve before you build the pieces to achieve it   The Dental A Team (13:41) Yeah, exactly. And I think a lot of people start with the systems, right, Dana? And that's where it gets really confusing. And it's like, the systems are so tailored to an individual. Systems are so tailored to a specific practice, and that practice is goals. So when you start out just blanket systems, it could be anything. You could create anything, and it will or won't work. It's it's hard to tell. It's like throwing spaghetti at a wall and hoping that it sticks, that it's done.   you just, don't know. But when you have a vision and you can create something that supports that vision, which you want that to ultimately look like, you're able to custom tailor it. And that's what we were able to do with this practice and working side by side with the office manager in leadership, teaching him how to speak to people, how to have conversations hard or easy, how to invest in other people and really showing him or giving him the opportunity to see what it feels like.   when you put yourself aside and you put someone else almost ahead of you without it being ahead of you. Like that's hard to say out loud. Like him investing in his team and his team's success in the practice gave him such a high, I couldn't even stop, like his trajectory. He was just running because he felt so good about having this higher purpose. And his higher purpose truly turned out to be   investing in ⁓ leading and guiding his team members for them to be their best selves. So within that, we learned, ⁓ what he learned is really like hiring and firing the systems behind a five star patient experience, the handoffs, like what creates this relationship that I'm having with my team members, with my team members and my patients. So it started to spin once we got some really good leadership footholds in there, some really good communication skills and practicing.   ⁓ weeding out the team members that didn't need to be there and replacing them with team members that should be there, narrowing down those avatars, narrowing all of this down. He was really able to see how the slightest movements that he made truly affected every piece of the practice. He would move one needle just slightly. I always think of implant torquing, right? Like two millimeters is a lot when it comes to an implant. And that two millimeter change in a system   or in a statement or a word that you use can create a massive difference. It's the success or the failure of an implant. And same goes for everything you do in life. said earlier, everything you do, you just duplicate it. So if you're making a two millimeter change on an implant, what's going to happen in that respect when it comes to words, to leadership, and to guidance? And he truly took all of that and invested in people. And he said, hey, I'm learning too. Help me learn. And he got his team on board. It's been.   Incredible to see their success and so between the leadership and then the systems which gosh guys we talk systems constantly Dana Dana we did NDTR I Mean you guys are basic our basic core systems of Dental A Team truly work and they are case in point leadership is an ideal leadership is kind of that like personal side of it, there's not a   Dana (16:43) you   The Dental A Team (16:59) black and white, follow these steps and now you're a great leader. It's a learning system. It's something that is in you, something you have to desire, something you have to want. But the core systems, the handoffs, the NDTR, the ICRP, the communicating between team members, ⁓ gosh, blocked scheduling. We implemented blocked scheduling. We implemented time management skills. We implemented avatars for every team member, avatars for our patients, marketing.   All of the core pieces of what Dental A Team has to offer, we've implemented with this practice and gained his leadership skills as well as an entire team full of leaders at this point. They have leaders of departments, but you guys, every single team member on their team is a leader because they are manning their ships and they're acting as if they're leaders for the good of the practice overall. And it's been incredible. So that first year we worked on core systems of NDTR.   blocked scheduling and just literally ICRP handoffs to your side. Leadership in conjunction with that. So getting rid of some team members that no longer fit the needs of the practice or just weren't on board with the trajectory, replaced some great new team members in there, got them trained up. And you guys within that first year, remember their goals were to increase production, start a build out, right? And get the doctor doing dentistry.   So we were able to remove the doctor from a lot of those pieces, a lot of the decisions that he didn't have to make, we took them away from him. He didn't have to make them anymore and he trusted doctors, he trusted the process, he trusted the office manager. So things that the office manager could decide that if, you know what, if the office manager decided incorrectly, could be fixed, right? Or it's like, it's not that big of a deal. We could have gone the other way, but it's not that big of a deal, okay? Strategically moving those decisions over to the office manager.   We started doing that so that the doctor was in the chair more. He increased his surgery so much, you guys. increased, they were able to with one doctor and two hygienists, they were able to increase their production by $800,000 that first year just by narrowing down the systems and the leadership, getting the right people in the right seats, getting the right systems in place, using them and really knowing where they were going. And that first year was incredible. Stack on top of that.   They've decreased the decisions from the doctor, increased the amount of productivity that he was able to do without, by the way, expanding his hours. He stayed within the same hours. And we also, the end of that first year, got them ready for that associate space because they wanted to see that expansion. So they started the conversations on what it looked like to expand the physical building, and then what is it going to look like to add another dentist. And we projected.   five years out and then worked backwards on one, three and five years of even down to like how many hygienists and how many assistants will we need to hire? What will your overhead cost be based on current employee numbers, et cetera, all of those pieces. And we were able to just spear this incredible trajectory of growth, not even just for their first year, but gosh, five years later now, Dana, you know, they've got this massive building. They have impacted the community.   so much. Like there are people that come up to them on the streets of their community and thank them for what they were able to do for a friend or a family member, not even for themselves. They have had literal strangers say, I know who you are and you changed my friend's life. Like that's crazy, Dana, crazy. And to think that it started from leadership skills, just from someone who is invested in that blows my mind, you know?   Dana (20:53) Yeah, yeah. And I think that it's when you have an office manager that can make a mindset shift of leading versus managing, right?   And I know it's called an office manager, right? So we can kind of get ourselves stuck in that place, but it's like managing is the tasks, right? That's the tasks, the leadership, right? That's the people and the culture. And when you have those pieces running smoothly, then the task part becomes so much easier. And so I do feel like that is when you have a manager who is focused on the people, the culture and leading.   leading to the tasks versus like being the one that feels like they have to complete all the tasks themselves.   The Dental A Team (21:35) Yeah, yeah,   that's a great point. I love that because that's massive, I think for everyone listening. you've got, gosh, like if there's KPIs on you, right? There's a measurable that you're responsible for. I think one of the biggest things that we do really well, is getting people to understand you don't have to do all of the pieces to create that result. You just have to make sure the result happens.   To your point, a lot of managers and lot of doctors who are managing hold it all to themselves in order to manage the results to get the right result. But then we end up not having space for whatever it is that we need to get done, right? And we get lost in that and it gets a little chaotic. I know I've done that. I did that as a manager in practice and my team suffered tremendously because I kept everything. So one, I was not empowering my team.   I was basically telling them that they couldn't do it, right? They didn't know how to do it. I could do it better. I was overworked, overburdened and burnt out. I was angry constantly. Like I woke up one day and I was like, this is not who I am. What have I done? What have I done and how can I change this? And it was that exact thing. It was the fact that when you become an office manager, sometimes it feels like you're supposed to do all of the things.   And we forget that we have an entire team of people who want to help us. And I think Dana doctors do that too. We've seen that as well. And coaching them out of that, think is sometimes part of our biggest jobs as consultants. The biggest contributor is coaching them out of holding all of the cards to themselves. Would you agree?   Dana (23:26) Yeah, yep, absolutely.   The Dental A Team (23:28) Yeah. Well, guys, I know that sometimes we can chat and you can say, gosh, I see myself in that. I hear that. I've done that. ⁓ Or I want to do that or something similar. So I hope that today you heard something that you can take for face value, something that you can utilize if it's systems that you need to go back to. You guys, there's a slew of podcasts all over the place. We have a million of them.   Just search NDTR if you don't know what that is. We're not explaining it today because we've done it a million times. So search it on our website, you guys, on our website, TheDentalATeam.com. can go to podcasts and then you can search within our podcast. So search some of those systems, you guys. Search Avatar. Search all of those pieces and figure out where are you at right now and how can you guide yourself towards those goals. Dana, thank you so much for doing this podcast with me. I love our time together as always and I know.   It's busy season for everybody right now, so thank you for carving out the time. I appreciate you. Listeners, thank you so much for being here. We find this so valuable. We love our time together. You give us this opportunity to be quote unquote face to face. Thank goodness for visual podcasts nowadays. And you give us this opportunity to give our speech to the world. So thank you. Please drop us a five star review below and let us know how valuable you felt this was. And as always, reach out   Hello@TheDentalATeam.com. We're here to help. Thanks guys.  

Rereleasing one of DAT's most popular episodes! Did you know there's a direct correlation between a perfect handoff and your case acceptance? Kiera explains in this episode, sharing perspectives from both doctors and hygienists. Remember the ICRP method? She touches on that, and gives pro tips on upping that case acceptance through handoffs. Episode resources: Reach out to Kiera Tune Into DAT's Monthly Webinar Practice Momentum Group Consulting Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast Transcript: The Dental A Team (00:05.806) Hey everyone, welcome to the Dental A Team podcast. I'm your host, Kiera Dent, and I had this crazy idea that maybe I could combine a doctor and a team member's perspective, because let's face it, dentistry can be a challenging profession with those two perspectives. I've been a dental assistant, treatment coordinator, scheduler, filler, office manager, regional manager, practice owner, and I have a team of traveling consultants where we have traveled to over 165 different offices coaching teams. Yep, we don't just understand you, we are you.   Our mission is to positively impact the world of dental. And I believe that this podcast is the greatest way I can help elevate teams, grow VIP experiences, reduce stress, and create A -Teams. Welcome to the Dental A -Team Podcast.   The Dental A Team (00:51.246) Hello, Dental A Team listeners. This is Kiera and you guys. Happy day to you. I hope it's a great day. I hope you're having a ton of fun. I just hope you're loving life. I really do. And if it's a rough day, just know I'm giving you a virtual hug. It's going to be all right. Things always work out. I had somebody ask me the other day, said, Kiera, why is life so hard? I said, life is hard because we're not willing to accept that maybe our life looks different than what we were planning on it looking like. It's hard because we're resisting what's actually happening.   I've had that. I've had my whole identity shaken. I've had just some rough, rough things in life. And I think all of us have. I think that that's what makes us human. But I think at the end of the day, when you can look at life and say, you know what? I choose to love life. I choose to be happy. I choose to see the best in this. I choose to accept that life is happening for me and not to me. That's when a perspective changes and all of us have that opportunity. So I hope.   I hope that today is just a good day for you. hope that you choose that perspective to see that life is happening for you and not to you. It's growing you where you ultimately want to grow. It's pushing you. might not feel great, but it's pushing you where you ultimately want to go. All right. That's Kiera just a little like, hey, sending you some love in this world. So today's topic is nothing to do with that.   all about hygiene handoffs and why they're important to case acceptance. Yep. Super sexy, exciting. I hope you're ready. I hope you're just like, yep, let's do this. but hygiene handoffs guys, don't think we realize how much the hygiene department impacts case acceptance. Hi, Jenis, you are awesome. You help us so much. I, you guys, we've done quite a few podcasts around the hygiene department. So today we're going to dive into the hygiene department even more so. And with this hygiene department, first of all, we've done, what would doctor do?   And I just had somebody reach out and ask me, how do we really get this? What would doctor do? We just did a podcast on it. you've got to block it in your schedule. I recommend doing it for four weeks and I recommend doing it case study wise. So round Robin. And if you don't know what the heck I'm talking about, go listen to that podcast, but that's just kind of a follow -up. Somebody reached out, asked me how to do this and then make sure that your doctors. Doctors, I've got to give you a huge tip on this. Please don't try to make our life hard like you did in dental school.   The Dental A Team (03:06.19) We understand that every FMX has about 75 ,000 different treatment plans that you all dentists will create. We understand that. What we need to know in this, what would doctor do exercise is what you normally will diagnose. I understand that that tooth might be a filling. It might be a crown. It might be a root canal. It might be an implant and it might be a bridge. I'm well aware of that, but please doctors for everything lovely and awesome in life, just tell us.   one simple thing that you normally will diagnose. understand you might go rogue. I understand it won't always be perfect and I'm not expecting you to be perfect. What I'm asking is that you give the hygienist and the clinical team an opportunity to feel confident teeing treatment up for you because that's most of the time what you're going to diagnose. We're going to give you a five to 10 % change. That's fine. You still have that, but please, like I said, for everything, holy, lovely, and good in this life, just choose one diagnosis for us.   That's your general go -to diagnosis. We're not putting you in dental school. You're not being graded on the boards. We just need your basic one so we can win and we can teach treatment up for you. Otherwise, if you make it too hard, we say, forget it. We don't want to do this. It's too hard. They're always going to change their treatment plan. They're never going to treatment plan what they, what we think they're going to. So forget it. They can do it all on their exam time. Your case acceptance will be lower. Your patient experience will be lower and doctors, you don't have any help. So that's just my.   I got on a little soap box for you, but I'm advocating for our teams and advocating for our doctors on this one. see both perspectives. So doctors just give us your normal go -to on that FMX. That way we can start to win and help you out as well. So then next is this handoff. We've talked about the I crap handoff. So when doctors come in, we introduce the patient, let them know if they've met them or not. Compliment the patient. They're doing great on their flossing. We give a recap of the treatment we've already discussed. Hashtag teed up.   And we do a personal note. We do it in that exact order as well. Reason being, if I say something personal, the doctor can then pick that up and they have an immediate connection with the patient. Exam time drastically reduces. So those are all things that we've already discussed on other podcasts. Again, if you haven't heard them, go listen to them. Alex is amazing. She links all these in the show notes so you guys can just quickly click on those other podcasts. Shout out to Alex. She's amazing. She's the wizard behind.   The Dental A Team (05:25.994) the keyboard for us that makes all of our show notes amazing and she makes your guys' life real easy. So with that said, next up is going to be these handoffs. So Hygienist giving that really awesome iCrap handoff, sorry it's the worst acronym but you won't forget it, to your doctor when they enter the room. Now some doctors are like, so Hygienist you gotta be on it. I hope you hear me snapping in the background. like, as soon as they walk through that door, you roll into your handoff.   A lot of people say, but cure, I want to go tell my doctor outside of the room. Fine. That's totally fine. You can team up outside of the room, but in front of the patient, you've got to have this handoff. Otherwise doctors got to go through the whole spiel. they've also did with something missed. That patient doesn't know what was being discussed. It brings the patient into the conversation versus the patient just watching the movie versus being an active participant in it. Get your patient to actively be engaged, get them involved in.   Like call your perio numbers out or your probing numbers out, help them co -diagnose with you. Have them look at x -rays with you. Have that patient be an active participant in the procedure versus a passive participant in the visit, if you will. So then doctors and hygienists, two pro tips that we've discussed before is getting them to say yes to you before we even present treatment. So, hey, can I put your bib on? Yes.   Can I lean you back? Yes. Getting them to do it versus saying, okay, now I'll lean you back. Having that patient have autonomy and getting them to say yes throughout your procedure is actually teeing them up to want to say yes for treatment. Psychological guys, I had my whole undergrad in psychology and I love it. And I had a hygienist email me and she's like, Kiera, I tried this. My floor at acceptance is a hundred percent. Rock on. Shout out to you. You know who you are. You emailed me and I loved hearing it. It was so cool. So with that,   Now doctors in the room, we do the treatment plan. Doctor gives a perfect handoff back to the hygienist. All right, it's Kiera. We want to get you back. So doctor is talking to the patient while giving the information to the hygienist. Do you see that triangle? I hope you do. Doctor talks to the patient. That way the hygienist hears what needs to happen. Patient is an active participant versus being just a silent listener. This way we have a perfect handoff. So then doctor gives the perfect handoff. Hey, all right, Kiera. So it looks like we've got some treatment that we want to get done.   The Dental A Team (07:49.762) The great news is you're in good hands and we're going to get your mouth healthy. We're going to do this really easy for you. Doctors, tee up some, some confidence there. Okay. I'd like to get you back in about two weeks. We'll start on that upper right. We'll get that crown and that filling done. I know that was your biggest concern. Don't worry. We'll get that taken care of that way. You can eat again. I'd like to see you back in about two weeks and I'll need about two hours for that appointment. What questions do you have for me? I didn't say, you have questions? I said, what questions do you have for me?   nothing. think I'm good. Fantastic. I can't wait to see you back. You're in great hands. Rachel, are your hygienist? She's going to take great care of you, get you scheduled back for that. Beautiful. Doctor, you did so many great things on that. You told us what they're coming back for. You gave us a timeframe of when they're coming back for it. You told us how much time they need. You edified the hygienist and you gave them confidence that you are a rock star dentist and they're in great hands. High five docs. That is something we need from you. Then we loop. Hygienist, you've just been edified. You've been given the information.   Your job now is to take that information and either schedule right then if you're, if that's your practice protocol or take them upfront with that exact information. This handoff is paramount. I can't tell you when I'm in offices, I sit as a little fly on the wall watching everything go on. I hear this awesome handoff from doctor. I see our hygienist write it down on the route slip or wherever you choose to write it, message it, whatever you choose to do in your practice. I'm big on having something that has to be filled in so we don't miss these boxes.   Then we walk up front and we're like, okay, front desk. Here we go. Cure is ready to go. We'll see you later. Cause you're busy and you're behind and you don't even say anything that doctor just said to you. Darn it. We just lost an opportunity right there. So now the front office is like, okay, we'll see you later. And then they're like, did you get them scheduled back? No, I didn't even know they had treatment. So this handoff hygienist is crucial and you guys are the best of the best of the best at it.   or you're the worst of the worst. It's one of the two. So let's get you to be the best of the best at this. So that's why I like a route slip. That's why I like something that's written. I don't care how you do it. You can use a reusable route slip. You can use a blue note message. I don't care, but it has to be a template of those items. Otherwise it gets messy and sloshy. The goal should be that this patient knows exactly what they're coming back for, when they should come back and how much time they need to come back for. I promise you, if you will do this handoff.   The Dental A Team (10:13.42) and make it your own, that's fine. I don't care how you do it. I don't care. I just care that you get these key pieces in it. If you will do this, your case acceptance will be increased. We won't have patients slipping through the crack and we'll be able to give them the best dental care possible. So then going up front, you literally say exactly what, what doctor said, Hey friend office, this is Kiera. So doctor did find some treatment on her and the great news is she's an awesome hands and doctor's going to do amazing work with her.   Doctor would like to get her back for the upper right for that crown and that filling. That's what she was mostly concerned about. Doctor would like to see her in two weeks for about two hours. I've already got her cleaning scheduled. And Kiera, what questions do you have for me? I've got nothing. Thanks so much. Awesome, Kiera. You are in great hands with the front office. Say their name. They're going to take amazing care of you. And I can't wait to see you back at your next cleaning. Hi, Jenice. You take off and right there front office. Just got the handoff to pick it up to schedule perfectly from there.   So hygienists do this, you edified the front office, you told them that they're great. So you left this patient in great hands. You also re -edified our doctor, reminding them that they're at the best place possible and you gave all the information. So now it's easy to schedule. Hygienists, you are a pivotal piece. You are like a cornerstone in this formula. You're the one who gets the information from the patient to hand off to the doctor. You're the one who gets the information from the doctor to hand off to the front office. You are literally this hinge between doctor, front office, doctor and patient.   you hinge into areas that are pivotal to the patient experience and the patient success. So try it out. Listen back to this podcast, deep dive on it, role play. I can't wait to hear it. You guys are going to do incredible. Hi, Janice. You are paramount and so, so, so valuable in these handoffs. So try it out. Let us know how it goes. And if you guys need help, we do this in practices. We role play it with you guys via zoom or in person and help you guys really dial this verbage in because at the end of the day,   I believe great case acceptance comes from great verbiage. It's all about our confidence and it's about the way we say things, making it easy for patients to say yes. All right guys, as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.   The Dental A Team (12:22.505) wraps it up for another episode of the Dental A Team podcast. Thank you so much for listening and we'll talk to you next time.  

Brit and Dana are talking about the benefits of calibrating exams in a practice with multiple doctors. Specifically, they share three benefits for getting doctors, hygienists, and the hand-offs between them on the same page: Everyone speaks with more confidence Time is more efficiently utilized Case acceptance increases Episode resources: Reach out to Brit and Dana  Listen to episode 383 to learn about the ICRP method for hand-offs Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast

Did you know there's a direct correlation between a perfect handoff and your case acceptance? Kiera explains in this episode, sharing perspectives from both doctors and hygienists. Remember the ICRP method? She touches on that, and gives pro tips on upping that case acceptance through handoffs. Episode resources: Reach out to Kiera Listen to episode 407, WWDD: What Would Doctor Do? Learn about the ICRP method in episode 383, How to Shorten Exam Times AND Keep Value Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast on iTunes

Did you know the right hand-off can efficiently shorten up doctor's time in an exam? This concept blows the idea that time equates value right out of the water. Kiera shares the ICRP hand-off to shorten those exam times. I: Introduce doctor C: Compliment patient R: Recap the treatment P: Personalize Navigate these four easy steps right and doctor is ready to dive in! By educating your practice's clinical team to co-diagnose with the doctor simplifies everyone's time (and bonus! Makes the patient feel good). Episode resources: Reach out to Kiera Subscribe to The Dental A-Team podcast Visit The Dental A-Team website Review the podcast on iTunes

Richard Macquarrie, ICRP State Committeeman 2021/06/01 (360) 629-5248 WMI P.O. Box 277 Stanwood, WA 98292 warning@worldministries.org Visit our website http://www.worldministries.org/  Sign up for Dr. Hansen's FREE newsletters http://www.worldministries.org/newsletter-signup.html  Support Dr. Hansen through your financial gift https://www.store-worldministries.org/support-world-ministries-international-en.html  Order Dr. Hansen's book “The Science of Judgment” https://www.store-worldministries.org/the-science-of-judgment.html

Nuclear is a word with numerous applications that mean wildly different things: nuclear family, nuclear bomb, nuclear war. In this episode, we chat about nuclear energy with Matthew Mairinger - a technical engineer at Ontario Power Generation and the Canadian Operating Officer at The North American Young Generation in Nuclear - and debunk some of the most common myths associated with it. Is it safe? What impact does it have on the environment? Is radiation something to be concerned about? Tune in to hear why there’s nothing forced about Matthew’s positivity over the future of nuclear energy.   Related Content & Links:  - Matthew Mairinger Twitter: @MattwithchipsLinkedin: https://www.linkedin.com/in/matthew-mairinger-p-eng-19524380/  - The North American Young Generation in Nuclear Twitter: @NA_YGNWebsite: https://naygn.org/   Transcript: Dan Seguin  00:02 Hey, everyone, welcome back to another episode of the ThinkEnergy podcast. Nuclear is a word with numerous applications that mean wildly different things, nuclear family, nuclear bomb, nuclear war, and the Springfield nuclear power plant where someone like Homer Simpson seems to be the sole control room operator "d'oh". Nothing scary about that! When most people think of clean energy, they immediately conjure up images of solar panels, wind turbines, and hydro power. But how many of you also thought of nuclear reactors? The truth is nuclear power is often left out of the Clean Energy conversation despite it being the second largest source of low carbon electricity in the world. In fact, according to the American Nuclear Society, the third most popular myth about nuclear energy is that it's bad for the environment. But the reality is that nuclear reactors don't emit greenhouse gases. And over their lifetime, they have comparable emissions to wind and solar. Here in Canada, nuclear plants have been producing electricity since the early 1960s. And with 19 nuclear power reactors, mostly in Ontario, nuclear energy produces about 15% of the country's electricity. That's 13.5 gigawatts of electrical power capacity. Despite producing massive amounts of carbon free power, nuclear energy also produces more electricity on less land than any other clean air source. A typical 1000 megawatt nuclear facility will occupy approximately only one square mile for its operations. Recent estimates of the Canadian nuclear industry reveal that it employs approximately 30,000 people and creates another 30,000 indirect jobs through contracting. It also generates revenues of $6.6 billion and contributes $1.5 billion in federal and provincial taxes. So here's today's big question. What does the future of nuclear energy look like for the next generation? And how is Canada leading the way internationally with some exciting developments in nuclear technology? To help us better understand the role nuclear plays in Canada and the talented people behind the scenes, we have with us today, a nuclear engineer from the Ontario Power Generation, and the Canadian Operating Officer for the nonprofit organization, North American Young Generation in nuclear. I'm very pleased to have Matthew Mairinger on our show. Welcome, Matthew, could you maybe start by telling us a bit about yourself and what attracted you to the career in nuclear energy?   Matthew Mairinger  04:13 I guess I really got interested in nuclear in high school. It was just an essay that we got to do about any topic in science. I started looking into nuclear power. And I was just like, Wow, this is amazing the energy density, how it can fight climate change the medical isotopes we get from it so that really got me hooked. And from there, I went to University of Ontario Institute of Technology, where I studied nuclear engineering. I've been working full time at Ontario Power Generation at both the Darlington and Pickering nuclear stations ever since. And on the side I'm also a board of director with North American Young Generation Nuclear, Canadian Nuclear Association with the International Youth nuclear Congress. I'm also on the Energy Council of Canada as a young professional member. So lots of things, but it's all focused around energy and specifically nuclear,   Dan Seguin  05:09 Generally speaking, what important role does nuclear energy play in Canada? In your opinion? Why should Canada and other countries around the world continue investing in nuclear energy?   Matthew Mairinger  05:22 Yeah, so nuclear plays a huge role in Canada, and especially for Ontario. So nuclear technology, each year displaces 80 million tons of CO2 emissions, which is around 17 million cars. Also 70% of the world's supply of cobalt 60, which is used for cancer treatment, to sterilize medical equipment, to sterilize food and to do inspection of materials comes from Canada as well. So it's a huge portion of the world's cobalt 60. In terms of jobs and the economy, it contributes $17 billion to Canada's economy each year. And it has 76,000 direct and indirect jobs. So it's a lot of work behind the scenes. And it's a huge backbone of well paying stable jobs here in Canada. So why should other countries around the world continue investing? So really, it's to do with uranium and nuclear itself. So uranium 235, which is one of the isotopes that we use for nuclear fission, contains two to 3 million times the energy equivalent of oil or coal, so you're just getting so much more bang for your buck for that. And that means that it can use a much smaller land footprint, use less materials and produce less waste, it also has a huge capacity factor. So if you're looking at what's going to produce stable, dependable energy, it's really nuclear, which is over 90% capacity factor. So if we're looking to electrify the grid, we're looking to charge electric cars overnight. If we're looking to run hospitals reliably, you know, it's the nuclear facilities that have a 60 to 80 year lifespan, high dependability, high capacity factor. And if we look at the countries that have been able to decarbonize the fastest, so Sweden, France, United Arab Emirates, they've actually used nuclear to get there. So contrary to what people may think that nuclear takes a long time to build, to get going. It's really quick at decarbonizing countries.   Dan Seguin  07:30 Okay, Matthew, you're on the board of directors for the nonprofit organization, North American, young generation in nuclear. What is your organization's mandate? And what is it that you hope to provide the future nuclear enthusiasts and professionals like yourself?   Matthew Mairinger  07:50 Yes, so there's 50 young generation and nuclear organizations around the world. Typically, either countries or big organizations will have their own youth nonprofit group for NAYGN. It's all across North America. And really, we provide opportunities for young generation of nuclear enthusiasts to develop leadership and professional skills, create lifelong connections, engage and inform the public and inspire today's nuclear technology professionals to meet the challenges of the 21st century. So, so mouthful, really, we're trying to develop leaders to energize the future of nuclear. And we do that through professional development. So we put on facility tours, where members get to go see how the fuel is made, or what a research reactor looks like. We do work with Toastmasters. So to increase your public speaking abilities, we do community service, so we go out, we work with Habitat for Humanity, we work with other groups in the communities to give back as well. So we give them an avenue to give back to the community and also to put a positive spin on nuclear, but also young people as well. You know, there's this, this misconception that millennials are lazy, and we're this not the best type of group out there. So we're trying to fix that. We also do networking events. So again, just an avenue to get to know other people in the industry. So we'll do Blue Jays games, we'll go to sporting events. And we work on public information as well.   Dan Seguin  09:24 Maybe you can expand now on how your organization is working to be a source of science based information about applications of nuclear science and technology for use by the media, policymakers and the general public.   Matthew Mairinger  09:42 Yeah, so that's a huge backbone. So one of our board of directors is the public information officer. And so under that board seat, there's actually student education and government relations. So two separate committees that have a big focus for any NAYGN. So for student education, Each year we run a drawing contest. So we go to elementary schools, we have a different topic. So we'll talk to them about nuclear. And we'll get them engaged thinking about it. At high schools, we have an essay contest again. So just trying to make nuclear not a secret, not this unknown. You know, we're going to schools, we're talking about it. We actually developed our own children's books a couple years ago. So the first one is Marie's Electric adventure. And the second one, the sequel is George's energy adventure. So we bring that to schools, we do school readings. And really what we're trying to do is we're trying to talk about nuclear, in a friendly tone, we're trying to expose students at a younger age to think about it as a career to promote it as a stem opportunity as well. So just trying to debunk some of the myths out there, get them interested at an early age, for government relations, we do postcard push days. So we encourage our members to send postcards to Washington and Ottawa, we do rallies, we do stand up for nuclear, we participate in Clean Energy Ministerial United Nations Climate conferences, so really trying to advocate for nuclear from a nonprofit youth organization. So it's a little bit different than having company representatives there that we are in our free time, volunteers advocating for climate change.   Dan Seguin  11:27 Okay, Matthew, your organization recently signed a memorandum of understanding with electricity, Human Resources Canada. What can you tell us about the importance of this collaboration?   Matthew Mairinger  11:40 Yeah, being a youth nonprofit organization, we try to work with other organizations out there, we're not trying to create everything from scratch. So EHRC really has a huge network of not just nuclear groups, but clean energy groups, as well. So a lot of expertise out there that we could tap into. And really what it is, is they have a great focus for diversity. And they have a great focus for the young generation. So they've done specific surveys about young people across Canada in the electricity sector. So it made a lot of sense for us to share what we're doing with them. And then also for us to learn about what they're doing in the industry as well.   Dan Seguin  12:23 Now, your organization has also been an advocate and champion for diversity and inclusion within the nuclear sector. Can you maybe tell us about what it means to you and what it means to the nuclear industry.   Matthew Mairinger  12:41 So I think it was really, especially during COVID, and the events that happened around the world last year, that really brought diversity and inclusion to the forefront. And we saw a lot of the statements that were made across the electricity sector across other companies as well. And we want to make sure that when we said something as a board that we made it part of our long term strategic initiatives, it wasn't just a shallow statement that, you know, as soon as it went out of the public's attention span that it would go away. So every two years, we actually run our own career report, we send out survey questions to our members. And we found that the gender diversity was pretty close to the industry, but still lagging. So that's around 35% women, and the rest were men. So because of that, we also found that our diversity in terms of minorities and representation, were actually lagging in the industry. So this was kind of a shock to us. And we thought, as a nonprofit, we're doing really well on this. And really, we took a strong look at ourselves. And what we did was we had an external audit of our organization for diversity and inclusion. And really, they had a number of things that we could change. So, you know, we noticed that when we did our survey, we had a binary gender collection, so it was male or female. So we're going to change that going forward. We noticed when we had speakers, were we considering the diversity of the speakers. So that was another thing for us to self reflect on. We have a book club, where we choose diverse authors and diverse types of topics to discuss, our website -where the picture is being shown that it shows diverse and inclusive crowds, the video content, and this was really interesting. We didn't have captions on our videos. So we were actually, you know, a bias against muted viewing and hearing impaired. So again, just simple things like this, targeting our reach and amplifying NAYGN's diverse communities as well. So from that we started creating an unconscious bias webinar series. We had chapter recognition so we have awards now specifically to recognize diversity and inclusion at the chapter level, we're changing our nomination process or elections. And we actually signed on to existing types of initiatives. So that equal by 30, and then through EHRC's leadership accords, and we signed an MOU with women and nuclear and National Society of Black Engineers we're working on as well.   Dan Seguin  15:22 Now, Matthew, are you seeing a shift in what nuclear professionals care about? What are some of today's challenges for nuclear technology professionals?   Matthew Mairinger  15:34 Yeah, so I'd say young nuclear professionals today, they care more about that work-life balance, and especially now with COVID, we've seen that you know, the work from home, and having more flexible hours, that's a big thing. If you're taking care of a family, you want that flexibility. And we also see that a lot of the young nuclear professionals really care about the impact to the community. So what is that company doing to give back to the community? Are they involved in community outreach events? Are they involved in supporting local types of initiatives? So really, that's what we're starting to see more of a focus for the young professionals is, you know, they really want the company to reflect their values they want to have that are part of their core mandates. And some of the challenges right now, I'd say are the energy uncertainty right now. So, you know, nuclear does require an investment from the government. So if Pickering nuclear is shutting down, that is the uncertain future is what is the long term Energy Outlook going to look like? Will there be a job for them? Is it worth studying in school? Because it takes a long time to license to do the environmental assessment. So that's kind of always on the top of people's minds. What does the government think of nuclear energy?   Dan Seguin  16:56 So I hear that you work at the Darlington Nuclear Generating Station in Ontario. Maybe now you can help me better understand why nuclear power plants, particularly Canada's, are considered among the safest and most secure facilities in the world. And can you talk to us a bit about plans for the refurbishment of existing plants and why it's so important?   Matthew Mairinger  17:26 Yeah, so I think it's, it's almost like an aircraft. When people get on an airplane, you know, they may hear of an accident and they think it's unsafe. But the most unsafe thing you do for air travel is driving to the airport. It's a human's ability to risk perceive. So Nuclear Generating stations are actually among the safest in the world. And we take that down to the lowest level. So when you go to the OPG sites, hold the handrails, there's a defensive driving type of computer based training that we take. And also after the Chernobyl accident, the World Association of Nuclear Operators was created. So they do external audits for safety all across the world. There's also insurance inspections. There's the United Nations inspections. So there's all these different groups doing independent reviews for safety. But safety is the number one priority. And we definitely see that reflected in the company culture. In terms of refurbishment. So Ontario began refurbishing 10 of its 18 power reactors in 2016. And refurbishment is expected to create over 30,000 jobs for the duration of the project. So just a huge amount of jobs being created. And if we look at the cost of nuclear, it averaged around 6.9 cents per kilowatt hour, which was 30%, below the provincial average. And after the refurbishment, we're looking at the cost of nuclear in 2015 speed eight cents a kilowatt hour. So Still, the second cheapest after hydro. So that's why it's so important. It has such a big contribution to getting to net zero to reducing emissions for providing well paying jobs and fighting the climate change that we need to have as a focus.   Dan Seguin  19:18 Matthew, all nuclear power reactors in Canada are candu reactors, correct? Okay. First, what does CANDU stand for? Second, I was made aware that several other countries use our technology. At a high level, what sets Canada's reactors apart?   Matthew Mairinger  19:40 Yeah, so we have 19 reactors here in Canada, 18 of them in Ontario, and all of them are the CANDU type reactors, so CANDU is actually an acronym for Canadian, deuterium, uranium. So that's what it actually stands for. What that means is, that's really how it So Canadian self explanatory, deuterium is heavy water. So instead of using light water, which is the normal water that everyone's used to, heavy water actually has an extra neutron in it, which is really good for slowing down neutrons to make a really efficient reactor. And really, that's what set ours apart from other types of reactors. So around the world, there's gas cooled reactors, there's light water graphite reactors, there's fast breeders, pressurized heavy water reactors, pressurized water reactors, boiling water reactors, so lots of different types of technologies that they use. Fundamentally, there are three big ones, pressurized water reactors, they pressurize the one side of the system, so that the water never boils, boiling water reactor, it just has one open system. So as soon as the water is heated up from passing over the reactor, it boils, it's all open to the same type of system. And the candu type of reactors, they're really different, because instead of enriching the fuel, we use natural uranium. But what we do is we use that heavy water as the moderator. So we actually spend some money upfront and change the water to this different type of properties, which is good at slowing down the neutrons, so then we don't have to enrich the fuel. So what this means is, we don't need enriched fuel. And then when we're done with our fuel, it's a much lower enrichment. So when we're having that spent fuel put away, it's a much lower radioactivity than if we had enriched that. So it's, it's really hard to say which one is better. They all have their pros and their cons. The good thing about the candu technology as it has two independent shutdown systems, because it uses your natural uranium, it is much safer to handle and to dispose of, we have a vacuum structure. So I quite like the Canadian technology, I think it's really good. We have a really good supply of uranium here in Canada. So it made sense for us to use that natural product rather than building enrichment facilities and going through those extra steps.   Dan Seguin  22:17 Now, there's still a myth that nuclear energy is not safe. Some associate nuclear bombs with nuclear reactors. I'm not sure if you watch the HBO series Chernobyl. But can you explain to the audience why an incident, like what occurred in the Soviet Union in 1986 is very unlikely to happen here. Perhaps you can also talk a bit about radiation.   Matthew Mairinger  22:48 Yeah. So I always just like to start off with a quote, this comes from the book A Bright Future. It says, "In thinking about nuclear power safety, one should always ask compared to what? And the answer is compared to coal, the world's dominant and fastest growing fuel, the leading cause of climate change, the fuel that kills a million people a year - compared to that." So I think we always have to ground ourselves in what we are actually comparing to. And if you look at the numbers, the best analysis for safety is called the death footprint. What it does is it compares coal, it compares oil and hydro, compares nuclear, solar and wind, to the worst case scenarios from Fukushima, Chernobyl. And it says how many people are actually dying from this energy source at the same amount of energy produced, so it puts it all on the same scale. And what it actually shows is that nuclear is orders of magnitude safer than coal and oil, because it doesn't produce pollution. So millions of people every year are dying from pollution from respiratory issues. And nuclear energy, for example, results in 99.8% fewer deaths than brown coal. So it is just so clean. And again, it's this people see a Chernobyl miniseries on HBO, it's you know, produced by Hollywood, they say a large number of people died, where people hear about it in the News, the news and everything else is to amplify the message. So it's trying to do this scare tactic to really, you know, show nuclear disaster in Japan, but no one really follows up on it. So it is amongst the safest. It produces no carbon dioxide, it doesn't produce mercury, and it doesn't produce all these harmful things that burning coal and gas does as well, and why it's very unlikely here compared to Chernobyl. So Chernobyl was a nuclear design that used graphite as a moderator. It had no containment structure. It was run during the, in the Soviet times during the Cold War, where they had no external agencies looking at it, they had political appointees in the control room, just almost everything wrong you could possibly imagine was done there. So, so now we have independent shutdown systems, we have containment structures, we have external agencies looking at the safety records. So there's just so much that has changed from that. And nuclear technology is so new people forget that, you know, it's only in the last 50-60 years that we learned about it. So there was obviously going to be some bumps in the road at the start. But you know, we've learned from that, especially these new designs, they're passively safe. They're inherently safe. So we've taken those lessons learned. And it's very, very, very unlikely here. So in terms of radiation,  one thing I just want to get right off the bat is, radiation is a form of heat transfer, there's conduction, there's convection, and then there's radiation. And radiation as a form of heat transfer is how we actually heat up the planet. So across the vacuum, radiation is the only way to transfer heat from the Sun to the Earth through space, which is a vacuum. Now, the electromagnetic spectrum, which includes x rays, gamma rays, but also radio waves, and microwaves and visible light that we see, we can only see a billionth of a billionth portion of that electromagnetic spectrum. And for non ionizing radiation, that ionization means that the radiation's energy can produce ions, which are charged atoms by knocking negatively charged electrons off of a neutral atom. So non ionizing radiation, there is no proven biological mechanism whereby non ionizing radiation might cause cancer. So those are the radio waves that we come in contact with. That's all the microwaves that we see out there. It's only when we come into the higher energy, which are the X rays, and the gamma rays, which are actually higher frequency waves, that they are considered ionizing radiation. So with that in mind, just want to say that, on average, we all receive around two to three millisieverts of radiation each year. And that varies considerably based on how high up you are, you'll get more radiation at higher altitudes, and also the environment that you live in. So for resonance in Ramsar, Iran, they can receive up to 260 millisieverts per year, which is around 100 times the global average, just due to naturally occurring radioactive elements around them. But there's actually no evidence of any adverse health effects in those areas. So this is always good to keep in mind that there's no just standard level of radiation that people are exposed to. And it also depends on how many medical treatments you have. So some of the chemotherapy or medical imaging can introduce quite a bit more radiation into different people, radio sensitivities. So really the best analysis is the ICRP estimates that around 200 millisieverts raises the risk of cancer (fatal cancer) by 1%. So that's always good to keep in mind when we hear all these numbers and we see the dose charts after Chernobyl or Fukushima, and sometimes people forget, but the baseline lifetime cancer risk for females is around 38%. And for males is around 45%. So there's actually quite a bit of cancer, regardless of radiation just from the cells dividing. But radiation actually has a lot of positive things that it does. So when we have food, we can actually bombard it with radiation. So gamma rays, and this doesn't make the food radioactive. It doesn't make it harmful, but it destroys the bacteria which can cause a lot of problems around the world which has a lot of health issues. We can sterilize medical equipment with this. With radiation, we can treat cancers, we can do medical imaging, we can look for defects and products that we produce. So radiation is all around us. There's radon in your basement, there's potassium 40 in your bananas in the soil, there's radiation, actually, coal burns, releases quite a bit of radiation as well because they're just burning natural elements from the ground. So you'll release thorium, you'll release uranium, release polonium, so actually the stack from coal actually releases around 100 times more radiation than the nuclear station. So being around that. So I think that's always key, as well as to compare the radiation to other things around us. But radiation has been around since the start of the universe. It's, it's, it's there forever. And we're still living with the products there as well. Hope that explained it,   Dan Seguin  30:18 Matthew, how has the pandemic changed the nuclear landscape for Canada. Did you need to pivot, whether in terms of production or operations?   Matthew Mairinger  30:31 COVID, has actually really opened people's eyes to risk. So you know, now every day you go to the grocery store, you're taking a slight risk. And it really shows that there's always risks in the world. And we just need to define what we're comfortable with. And nuclear has also really been a backbone here during COVID. Because we need the hospitals, we need our homes to be heated, we need the grocery stores, we need these fundamental sources of electricity. And we need to be assured that while everyone's running around scared about toilet paper, I saw no one panic about electricity, which was really important. So I think people are learning more that electricity needs to be stable. We don't want blackouts, blackouts cost lives. And that was something that I think people are starting to become aware of. We did need to change some of our outages, so across the nuclear sector for refurbishment and outages, they do have a large amount of contractors and other people coming together. So some of those were deferred a couple of months due to COVID. But other than that, we've had stable electricity being produced across North America and across the world, to nuclear.   Dan Seguin  31:47 Let's talk about the future and Canada's role in nuclear innovation. I know this is something your organization is part of. But can you talk to us a bit about small modular reactors? What are they? And what are their benefits?   Matthew Mairinger  32:06 So I think we saw in the nuclear sector a growing trend to get bigger and bigger and bigger. You know, we started out with very small reactors, and then they got to 1000 megawatts electric 1300-1400. Because as you get a bigger type of reactor, in terms of neutron efficiency, it does have some advantages. But what we saw then was, you know, the only countries that could start to build these were countries that had fully developed nations, they had a lot of government support. And really, we're starting to exclude some of the key sectors. So for example, in the mining communities, for remote communities, for developing nations, they couldn't have access to this. So what small modular reactors really are, are, they're smaller. So you know, we're looking at the order of 300 megawatts electric and smaller, all the way down to under one megawatt electric, which is very good for remote communities for mining communities as well. They're modular, so they're prefabricated in manufacturing. So instead of doing everything on site, you can almost do it through economies of scale, where you produce all the components together and then that reduces the cost as well. And that also allows countries or organizations to start with one type of module. And you know, if the community expands in size, they can add a second one, so it's a modular design that allows them to expand as they need to. And again, this is the new type of designs that they're doing. So they would put these in the communities, they can't melt down, you can't make weapons from them. So they're using the latest type of physics in these types of designs. So there's many different types of designs, but really, what they're doing is they're taking the latest learnings, the latest operating experience, just to make them the safest. The other advantage of small modular reactors as well as they operate at a much higher temperature. So now what you can do is you can use that waste heat, you can split water into hydrogen, so you could be producing hydrogen for the transportation sector, you could look at desalinization, you have all these other type of benefits, since they operate at a much higher temperature, and they could be placed within communities   Dan Seguin  34:32 Per the small modular roadmap, when do you expect the first ones to come online?   Matthew Mairinger  34:39 Yes, so the first demonstration unit is going to be cited at Chalk River by 2026. And the first on-grid small modular reactors are actually going to be built at the Darlington site as early as 2028. But again, small modular reactors really have been in existence since the start of nuclear. They've been in submarines. They've been in demonstration units. So I think some people are concerned that this is a new technology, but really, we've had them for quite a long time. But now they're getting focused. They're trying to do new designs. But we've already seen this in the nuclear sector since the early 50s.   Dan Seguin  35:21 Okay, Matthew, are you ready to close this off with some rapid fire questions?   Matthew Mairinger  35:27 Sure.   Dan Seguin  35:28 Let's go with the first one. What is your favorite word?   Matthew Mairinger  35:32 Got to say, verbosity, it's just the quality of using more words than needed. wordiness I just think the word itself is so pretentious to describe pretentiousness, it's great.   Dan Seguin  35:45 What is one thing you can't live without?   Matthew Mairinger  35:48 Oxygen.   Dan Seguin  35:49 What habit or hobby Have you picked up during shelter in place?   Matthew Mairinger  35:55 So with the gyms closed, I really got back into running. So I ran my first marathon during that. So opened up a positive trait, I guess.   Dan Seguin  36:03 If you could have one superpower, what would it be?   Matthew Mairinger  36:08 Oh, time travel for sure.   Dan Seguin  36:11 If you could turn back time and talk to your 18 year old self, what would you tell him?   Matthew Mairinger  36:17 I'd say to get more involved in nonprofit into these types of organizations through high school through university. They provide a lot of benefits. And I really wasn't aware of them until after I graduated.   Dan Seguin  36:30 And lastly, what do you currently find most interesting in your sector?   Matthew Mairinger  36:37 So I think it's really our impact on fighting climate change, fighting pollution, you know, we're still kind of the underdog out there. So we're still fighting to get recognized but lots of opportunities. And I really think it's going to be the sector that makes the difference.   Dan Seguin  36:53 Well, Matthew, we've reached the end of another episode of The ThinkEnergy podcast. Again, thank you so much for joining us today. And I hope you had a lot of fun.   Matthew Mairinger  37:03 Yeah, no, thanks for having me. And great to be part of this.   Dan Seguin  37:11 Thank you for joining us today. I truly hope you enjoyed this episode of The ThinkEnergy podcast. For past episodes, make sure you visit our website hydroottawa.com/podcast. Lastly, if you found value in this podcast, be sure to subscribe. Anyway, this podcast is a wrap. Cheers, everyone.

In this pioneer episode, we'll tackle about the different types of contents roleplayers commonly produce and the different kinds of roleplayers interacting on any given platform. We'll define NSFW and SFW contents as well as give the basic definitions for ICRP, GENRP, BOTRP, OCRP, AURP, and MVRP. Bonus terms: what does metagaming and godmodding mean?

Milastri Muzakkar menerbitkan buku yang crispy tentang kebinekaan Indonesia. Aku diajak berbincang tentang buku tersebut oleh ICRP. Ini adalah perspektifku buat buku berkesan merah gembira ini. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/mataharitimoer/support

A történelem során minden új dolog bevezetésénél megjelentek a módszert, technikát, felfedezést támogató és ellenző hangok egyaránt. A Magenta Podcast ezen epizódjában őszintén és érthetően adunk információkat az 5G-ről, hogy ezek birtokában mindenki maga dönthesse el, hogyan viszonyul az új technológiához. Miben hoz majd változást a hétköznapi életben vagy a gazdáság szereplői számára? Tényleg automata pizzaszállító drón hozza majd a vacsorát? Az okosotthon okoshűtője szól majd, hogy elfogyott az (okos)tej? Milyen szakmák azok, amelyeket már nem is érdemes kitanulni, mert a gépek majd elvégzik helyettünk a munkát? Miben lesz mindig is szükség az ember tudására? Rengeteg lehetőséget rejt a technológia, rajtunk is múlik, hogyan fogjuk használni.Beszélgetünk a talán legszélesebb kört foglalkoztató kérdésről, az egészségügyi kockázatokról is. Mit tudunk és milyen ellenvéleményeket lehet hallani? Az alapokról kérdeztük Kiss Tamást, a Telekom projektvezetőjét. Vári Pétert, a Nemzeti Média és Hírközlési Hatóság műszaki főigazgató-helyettesét a legnagyobb vitát kiváltó, egészségügyi vonatkozásról kérdeztük, és elértük Magyar Gábort, a BME professzorát is, aki eszközökről, hálózatról és lehetőségekről is beszélt.Az epizód végén ajánlunk néhány forrást is. Ha többet szeretnél tudni az 5G technológiáról és a valós tényeknek jobban hinnél, mint a fikcióknak, akkor nézz körül a  Nemzeti Média és Hírközlési Hatóság honlapján az elektroszmog almenüben. A WHO site-ján: who.int, a newsroom fül alatt találsz publikációkat a témában.A Nemzetközi Sugárvédelmi Bizottság oldalán: ICRP.org, amelyen a publications fül alatt találod a bizottság jelentését részletesen.és persze a Telekom témával foglalkozó oldalain, a telekom.hu/5g oldalon, valamint a Pont.MOST blogon, ahol több cikkben foglalkoztunk a témával.

Pdt. Frangky Tampubolon --- Send in a voice message: https://anchor.fm/icrp-peduli/message

Catatan diskusi di hari Perempuan Internasional di ICRP 7 Maret 2020.. Nova Katuuk, bercerita tentang budaya perempuan di Minahasa. --- Send in a voice message: https://anchor.fm/icrp-peduli/message

Hari ini, Jumat 13 Desember 2019, mengawali hari pertama MPH PGI 2019-2024 setelah Ibadah dan proses serah terima yang berlangsung, tadi malam (12 Desember 2019), maka pagi ini Pengurus Yayasan dan Pengurus Harian ICRP berkunjung di kantor PGI Jl. Salemba 10 Grha Oikoumene. Pdt. Gomar Gultom dan Pdt. Jacky Manuputy menyambut dengan sukacita dan penuh keakraban. Perjumpaan sahabat lama, namun dengan semangat perbincanganpun yang baru. Kehangatan dalam rasa syukur dan saling menyemangati... "Persahabatan bagai kepompong, itu mungkin mmg benar adanya," kata ibu Nia Syarifudin yang juga pengurus Yayasan ICRP. --- Send in a voice message: https://anchor.fm/icrp-peduli/message

A lot of people get into nonprofits because they are passionate about the mission or cause of an organization, not necessarily because they are stellar accountants (though there are some). That's why we've brought back Cathy Galbraith and Nicolie Lettini of CostTree to clarify some of the most opaque aspects of nonprofit management. Lately, funding trends have started moving in the direction of understanding direct and indirect costs and it is important for nonprofits to get it as well. Too many are stuck in the "Nonprofit Starvation Cycle" -- constantly struggling to produce tremendous results without accurate funding in place. Join us today to find out how you can more appropriately fund your work. Overhead on the mind of most nonprofit leaders these days. The new Uniform Guidance, which pulls together eight different OMB circulars, has changed the way federally funded nonprofits get reimbursed for their indirect costs (overhead). For more than 16 years, CostTree’s CEO, Nicolie Lettini, has created cost allocation plans and indirect cost rate proposals (ICRP) for government agencies. Now she is bringing that experience to the nonprofit world. According to Lettini, “It’s time to stop starving nonprofits and allow them to achieve their true impact. It starts with reimbursing them for their true costs,” CostTree is a cloud-based cost allocation software that simplifies the process of creating an indirect cost rate and allows for maximum transparency.

Ever wondered where your money is going? Looking through your books at the end of the quarter or end of the year to discover that all your hard-raised money has evaporated into unforeseen costs? This is a common problem for nonprofits who have yet to figure out the difference between direct and indirect costs and how to accurately anticipate and budget for them. If your organization has struggled with these issues before, you won't want to miss this episode with Cathy Galbraith and Nicolie Lettini of CostTree, a software that tackles these issues so you never have to guess again. Getting a firm grasp on these elements will help you sleep better at night and, who knows? Maybe you'll be able to allocate some money for that raise... Overhead on the mind of most nonprofit leaders these days. The new Uniform Guidance, which pulls together eight different OMB circulars, has changed the way federally funded nonprofits get reimbursed for their indirect costs (overhead). For more than 16 years, CostTree’s CEO, Nicolie Lettini, has created cost allocation plans and indirect cost rate proposals (ICRP) for government agencies. Now she is bringing that experience to the nonprofit world.  According to Lettini, “It’s time to stop starving nonprofits and allow them to achieve their true impact.  It starts with reimbursing them for their true costs,”  Cathy Galbraith, Director of Nonprofits, focuses on educating and training nonprofits about cost allocation and cost rates. Her mission is to help nonprofits understand how to create an indirect cost rate, how to use it in everyday strategic development and how to ensure organizational accountability and sustainability. CostTree is a cloud-based cost allocation software that simplifies the process of creating an indirect cost rate and allows for maximum transparency.  

The nominal risk coefficients for radiation induced cancer are largely based on the follow-up of the mortality from solid cancers among the atomic bomb survivors. For those who have been exposed as adults, the observations are essentially complete, and the risk estimates are, therefore, firmly based on observations. Those who have been exposed as children, have still not reached the age of high cancer incidence. Their observation is, therefore, still incomplete, and the risk estimates are correspondingly uncertain. The modelling of risk has predominantly been based on the postulate, that the relative risk (i.e. the actual cancer rate divided by the age specific normal rate) depend on dose and on age at exposure, and that it does not decline with time since exposure. The high relative risks observed at young ages lead, therefore, with this type of model, to high estimates of life time attributable risk. The ICRP recommendations contain these high risk estimates for young ages at exposure; the high sensitivity of children and juveniles has, indeed, become one of the basic tenets of radiation protection. It is here shown that these conclusions are still hypothetical, because they are merely a matter of the choice of the model. An alternative model assumes a dependence of the excess relative risk on age attained, rather than age at exposure. This model fits the data equally well, and predicts no increased risk for young ages at exposure. A decision between the two models is not possible at present, it will have to await the continued follow- up of those who survived the atomic bombs as children. The ICRP has been criticised for postulating a dose reduction factor (DDREF) in their nominal risk coefficients. If they abandoned this factor, and used the age attained model, rather than their present model, their numerical risk coefficients would remain unchanged.

ICRP hat 1977 zum ersten Mal Risikokoeffizienten für strahlcninduzierte Krebsmortalität angegeben. Diese Zahlen stützen sich vor allem auf die Beobachtungen an den Atombomben-Überlebenden. Durch die Revision der Atombombcn-Dosimetric und die Weiterführung der Beobachtungen bis zum Jahr 1985 ergaben sich erhöhte Risikoschätzungen. Ihre Zahlenwerte und die Ursachen für die Änderung werden diskutiert. Die Risikoschätzungen für die in jungem Alter Bestrahlten sind noch unsicher. Die neuen Empfehlungen der ICRP basieren auf Berechnungen, die sich aus dem Modell des relativen Risikos ergeben, das im Widerspruch steht zu dem beobachteten Trend abnehmender Proportionalitätsfaktoren des Exzeßrisikos mit zunehmender Zeit nach Bestrahlung. Ein modifiziertes Modell des relativen Risikos, bei dem die Proportionalitätsfaktoren nur vom erreichten Alter abhängen, führt für Bestrahlungen im Alter von weniger als 30 Jahren zu deutlich geringeren Projektionen in die Zukunft. Gcmittclt über alle Altersstufen erhält man Risikowertc, die etwa halb so hoch sind wie die Schätzungen der ICRP. Mit dem modifizierten Modell erhält man ohne den hypothetischen Reduktionsfaktor zur Extrapolation auf kleine Dosen etwa die gleichen Risikokoeffizienten, wie sie von ICRP angegeben werden.

A modified analytical expression is proposed for the revised quality factor that has been suggested by a liaison group of ICRP and ICRU. With this modification one obtains, for sparsely ionizing radiation, a quality factor which is proportional to the dose average of lineal energy, y. It is shown that the proposed relation between the quality factor and lineal energy can be translated into a largely equivalent dependence on LET. The choice between the reference parameters LET or y is therefore a secondary problem in an impending revision of the quality factor.

Recommendations by NCRP and ICRP for a selective increase of the quality factor for neutrons have not been implemented in the practice of radiation protection, but have added urgency to the search for a more consistent new convention on quality factors. In response to this need, a liaison group of ICRP and ICRU has proposed numerical changes, but also a replacement of the reference parameter LET by the microdosimetric variable lineal energy. This would make quality factors and dose equivalents measurable, but would make computations more complicated. To resolve the dilemma, it is proposed to use an equivalence relation between lineal energy and LET which leads to nearly identical definitions whenever one deals with charged particles of sufficiently long range, For photons below 200 keV and for neutrons below 0.5 MeV, the equivalence is imperfect, but it may, even in these cases, be acceptable for the practical purposes of radiation protection.