The Basics of Magnetic Levitated Trains (Maglev)

Magnetic levitation (maglev) is a relatively new transportation technology in which non-contacting vehicles travel safely at speeds of 250 to 300 miles-per-hour or higher while suspended, guided, and propelled above a guideway by magnetic fields. The guideway is the physical structure along which maglev vehicles are levitated. Various guideway configurations, e.g., T-shaped, U-shaped, Y-shaped, and box-beam, made of steel, concrete, or aluminum, have been proposed. There are three primary functions basic to maglev technology: (1) levitation or suspension; (2) propulsion; and (3) guidance. In most current designs, magnetic forces are used to perform all three functions, although a nonmagnetic source of propulsion could be used. No consensus exists on an optimum design to perform each of the primary functions. Suspension Systems Electromagnetic suspension (EMS) is an attractive force levitation system whereby electromagnets on the vehicle interact with and are attracted to ferromagnetic rails on the guideway. EMS was made practical by advances in electronic control systems that maintain the air gap between vehicle and guideway, thus preventing contact. Variations in payload weight, dynamic loads, and guideway irregularities are compensated for by changing the magnetic field in response to vehicle/guideway air gap measurements. Electrodynamic suspension (EDS) employs magnets on the moving vehicle to induce currents in the guideway. Resulting repulsive force produces inherently stable vehicle support and guidance because the magnetic repulsion increases as the vehicle/guideway gap decreases. However, the vehicle must be equipped with wheels or other forms of support for takeoff and landing because the EDS will not levitate at speeds below approximately 25 mph. EDS has progressed with advances in cryogenics and superconducting magnet technology. Propulsion Systems Long-stator propulsion using an electrically powered linear motor winding in the guideway appears to be the favored option for high-speed maglev systems. It is also the most expensive because of higher guideway construction costs. Short-stator propulsion uses a linear induction motor (LIM) winding onboard and a passive guideway. While short-stator propulsion reduces guideway costs, the LIM is heavy and reduces vehicle payload capacity, resulting in higher operating costs and lower revenue potential compared to the long-stator propulsion. A third alternative is a nonmagnetic energy source (gas turbine or turboprop) but this, too, results in a heavy vehicle and reduced operating efficiency. Guidance Systems Guidance or steering refers to the sideward forces that are required to make the vehicle follow the guideway. The necessary forces are supplied in an exactly analogous fashion to the suspension forces, either attractive or repulsive. The same magnets on board the vehicle, which supply lift, can be used concurrently for guidance or separate guidance magnets can be used. Maglev and U.S. Transportation Maglev systems could offer an attractive transportation alternative for many time-sensitive trips of 100 to 600 miles in length, thereby reducing air and highway congestion, air pollution, and energy use, and releasing slots for more efficient long-haul service at crowded airports. The potential value of maglev technology was recognized in the Intermodal Surface Transportation Efficiency Act of 1991 (ISTEA). Before the passage of the ISTEA, Congress had appropriated $26.2 million to identify maglev system concepts for use in the United States and to assess the technical and economic feasibility of these systems. Studies were also directed toward determining the role of maglev in improving intercity transportation in the United States. Subsequently, an additional $9.8 million was appropriated to complete the NMI Studies. Why Maglev? What are the attributes of maglev that commend its consideration by transportation planners? Faster trips - high peak speed and high acceleration/braking enable average speeds three to four times the national highway speed limit of 65 mph (30 m/s) and lower door-to-door trip time than high-speed rail or air (for trips under about 300 miles or 500 km). Still higher speeds are feasible. Maglev takes up where high-speed rail leaves off, permitting speeds of 250 to 300 mph (112 to 134 m/s) and higher. Maglev has high reliability and less susceptible to congestion and weather conditions than air or highway travel. Variance from schedule can average less than one minute based on foreign high-speed rail experience. This means intra and intermodal connecting times can be reduced to a few minutes (rather than the half-hour or more required with airlines and Amtrak at present) and that appointments can safely be scheduled without having to consider delays. Maglev gives petroleum independence - with respect to air and auto because of Maglev being electrically powered. Petroleum is unnecessary for the production of electricity. In 1990, less than 5 percent of the Nations electricity was derived from petroleum whereas the petroleum used by both the air and automobile modes comes primarily from foreign sources. Maglev is less polluting - with respect to air and auto, again because of being electrically powered. Emissions can be controlled more effectively at the source of electric power generation than at the many points of consumption, such as with air and automobile usage. Maglev has a higher capacity than air travel with at least 12,000 passengers per hour in each direction. There is the potential for even higher capacities at 3 to 4-minute headways. Maglev provides sufficient capacity to accommodate traffic growth well into the twenty-first century and to provide an alternative to air and auto in the event of an oil availability crisis. Maglev has high safety - both perceived and actual, based on foreign experience. Maglev has convenience - due to a high frequency of service and the ability to serve central business districts, airports, and other major metropolitan area nodes. Maglev has improved comfort - with respect to air due to greater roominess, which allows separate dining and conference areas with the freedom to move around. The absence of air turbulence ensures a consistently smooth ride. Maglev Evolution The concept of magnetically levitated trains was first identified at the turn of the century by two Americans, Robert Goddard, and Emile Bachelet. By the 1930s, Germanys Hermann Kemper was developing a concept and demonstrating the use of magnetic fields to combine the advantages of trains and airplanes. In 1968, Americans James R. Powell and Gordon T. Danby were granted a patent on their design for a magnetic levitation train. Under the High-Speed Ground Transportation Act of 1965, the FRA funded a wide range of research into all forms of HSGT through the early 1970s. In 1971, the FRA awarded contracts to the Ford Motor Company and the Stanford Research Institute for analytical and experimental development of EMS and EDS systems. FRA-sponsored research led to the development of the linear electrical motor, the motive power used by all current maglev prototypes. In 1975, after Federal funding for high-speed maglev research in the United States was suspended, industry virtually abandoned its interest in maglev; however, research in low-speed maglev continued in the United States until 1986. Over the past two decades, research and development programs in maglev technology have been conducted by several countries including Great Britain, Canada, Germany, and Japan. Germany and Japan have invested over $1 billion each to develop and demonstrate maglev technology for HSGT. The German EMS maglev design, Transrapid (TR07), was certified for operation by the German Government in December 1991. A maglev line between Hamburg and Berlin is under consideration in Germany with private financing and potentially with additional support from individual states in northern Germany along the proposed route. The line would connect with the high-speed Intercity Express (ICE) train as well as conventional trains. The TR07 has been tested extensively in Emsland, Germany, and is the only high-speed maglev system in the world ready for revenue service. The TR07 is planned for implementation in Orlando, Florida. The EDS concept under development in Japan uses a superconducting magnet system. A decision will be made in 1997 whether to use maglev for the new Chuo line between Tokyo and Osaka. The National Maglev Initiative (NMI) Since the termination of Federal support in 1975, there was little research into high-speed maglev technology in the United States until 1990 when the National Maglev Initiative (NMI) was established. The NMI is a cooperative effort of the FRA of the DOT, the USACE, and the DOE, with support from other agencies. The purpose of the NMI was to evaluate the potential for maglev to improve intercity transportation and to develop the information necessary for the Administration and the Congress to determine the appropriate role for the Federal Government in advancing this technology. In fact, from its inception, the U.S. Government has aided and promoted innovative transportation for economic, political, and social development reasons. There are numerous examples. In the nineteenth century, the Federal Government encouraged railroad development to establish transcontinental links through such actions as the massive land grant to the Illinois Central-Mobile Ohio Railroads in 1850. Beginning in the 1920s, the Federal Government provided commercial stimulus to the new technology of aviation through contracts for airmail routes and funds that paid for emergency landing fields, route lighting, weather reporting, and communications. Later in the 20th century, Federal funds were used to construct the Interstate Highway System and assist States and municipalities in the construction and operation of airports. In 1971, the Federal Government formed Amtrak to ensure rail passenger service for the United States. Assessment of Maglev Technology In order to determine the technical feasibility of deploying maglev in the United States, the NMI Office performed a comprehensive assessment of the state-of-the-art of maglev technology. Over the past two decades, various ground transportation systems have been developed overseas, having operational speeds in excess of 150 mph (67 m/s), compared to 125 mph (56 m/s) for the U.S. Metroliner. Several steel-wheel-on-rail trains can maintain a speed of 167 to 186 mph (75 to 83 m/s), most notably the Japanese Series 300 Shinkansen, the German ICE, and the French TGV. The German Transrapid Maglev train has demonstrated a speed of 270 mph (121 m/s) on a test track, and the Japanese have operated a maglev test car at 321 mph (144 m/s). The following are descriptions of the French, German, and Japanese systems used for comparison to the U.S. Maglev (USML) SCD concepts.  Ã‚   French Train a Grande Vitesse (TGV) The French National Railways TGV is representative of the current generation of high-speed, steel-wheel-on-rail trains. The TGV has been in service for 12 years on the Paris-Lyon (PSE) route and for 3 years on an initial portion of the Paris-Bordeaux (Atlantique) route. The Atlantique train consists of ten passenger cars with a power car at each end.  The power cars use synchronous rotary traction motors for propulsion. Roof-mounted pantographs collect electric power from an overhead catenary. Cruise speed is 186 mph (83 m/s). The train is non-tilting and, thus, requires a reasonably straight route alignment to sustain high speed. Although the operator controls the train speed, interlocks exist including automatic overspeed protection and enforced braking. Braking is by a combination of rheostat brakes and axle-mounted disc brakes. All axles possess antilock braking. Power axles have anti-slip control. The TGV track structure is that of a conventional standard-gauge railroad with a well-engineered base (compacted granular materials). The track consists of continuous-welded rail on concrete/steel ties with elastic fasteners. Its high-speed switch is a conventional swing-nose turnout. The TGV operates on pre-existing tracks, but at a substantially reduced speed. Because of its high speed, high power, and anti wheel slip control, the TGV can climb grades that are about twice as great as normal in U.S. railroad practice and, thus, can follow the gently rolling terrain of France without extensive and expensive viaducts and tunnels. German TR07 The German TR07 is the high-speed Maglev system nearest to commercial readiness. If financing can be obtained, groundbreaking will take place in Florida in 1993 for a 14-mile (23 km) shuttle between Orlando International Airport and the amusement zone at International Drive. The TR07 system is also under consideration for a high-speed link between Hamburg and Berlin and between downtown Pittsburgh and the airport. As the designation suggests, TR07 was preceded by at least six earlier models. In the early seventies, German firms, including Krauss-Maffei, MBB, and Siemens, tested full-scale versions of an air cushion vehicle (TR03) and a repulsion maglev vehicle using superconducting magnets. After a decision was made to concentrate on attraction maglev in 1977, advancement proceeded in significant increments, with the system evolving from linear induction motor (LIM) propulsion with wayside power collection to the linear synchronous motor (LSM), which employs variable frequency, elect rically powered coils on the guideway. TR05 functioned as a people mover at the International Traffic Fair Hamburg in 1979, carrying 50,000 passengers and providing valuable operating experience. The TR07, which operates on 19.6 miles (31.5 km) of guideway at the Emsland test track in northwest Germany, is the culmination of nearly 25 years of German Maglev development, costing over $1 billion. It is a sophisticated EMS system, using separate conventional iron-core attracting electromagnets to generate vehicle lift and guidance. The vehicle wraps around a T-shaped guideway. The TR07 guideway uses steel or concrete beams constructed and erected to very tight tolerances. Control systems regulate levitation and guidance forces to maintain an inch gap (8 to 10 mm) between the magnets and the iron tracks on the guideway. The attraction between vehicle magnets and edge-mounted guideway rails provide guidance. The attraction between a second set of vehicle magnets and the propulsion stator packs underneath the guideway generate lift. The lift magnets also serve as the secondary or rotor of an LSM, whose primary or stator is an electrical winding running the length of the guideway. T R07 uses two or more non-tilting vehicles in a consist. TR07 propulsion is by a long-stator LSM. Guideway stator windings generate a traveling wave that interacts with the vehicle levitation magnets for synchronous propulsion. Centrally controlled wayside stations provide the requisite variable-frequency, variable-voltage power to the LSM. Primary braking is regenerative through the LSM, with eddy-current braking and high-friction skids for emergencies. TR07 has demonstrated safe operation at 270 mph (121 m/s) on the Emsland track. It is designed for cruise speeds of 311 mph (139 m/s). Japanese High-Speed Maglev The Japanese have spent over $1 billion developing both attraction and repulsion maglev systems. The HSST attraction system, developed by a consortium often identified with Japan Airlines, is actually a series of vehicles designed for 100, 200, and 300 km/h. Sixty miles-per-hour (100 km/h) HSST Maglevs have transported over two million passengers at several Expos in Japan and the 1989 Canada Transport Expo in Vancouver. The high-speed Japanese repulsion Maglev system is under development by Railway Technical Research Institute (RTRI), the research arm of the newly privatized Japan Rail Group. RTRIs ML500 research vehicle achieved the world high-speed guided ground vehicle record of 321 mph (144 m/s) in December 1979, a record that still stands, although a specially modified French TGV rail train has come close. A manned three-car MLU001 began testing in 1982. Subsequently, the single car MLU002 was destroyed by fire in 1991. Its replacement, the MLU002N, is being used to test the sid ewall levitation that is planned for eventual revenue system use. The principal activity at present is the construction of a $2 billion, 27-mile (43 km) maglev test line through the mountains of Yamanashi Prefecture, where testing of a revenue prototype is scheduled to commence in 1994. The Central Japan Railway Company plans to begin building a second high-speed line from Tokyo to Osaka on a new route (including the Yamanashi test section) starting in 1997. This will provide relief for the highly profitable Tokaido Shinkansen, which is nearing saturation and needs rehabilitation. To provide ever improving service, as well as to forestall encroachment by the airlines on its present 85 percent market share, higher speeds than the present 171 mph (76 m/s) are regarded as necessary. Although the design speed of the first generation maglev system is 311 mph (139 m/s), speeds up to 500 mph (223 m/s) are projected for future systems. Repulsion maglev has been chosen over attraction maglev because of its reputed higher speed potential and because the larger air gap accommodates the ground motion experienced in Japans earthquake-prone territory. The design of Japans repulsion system is not firm. A 1991 cost estimate by Japans Central Railway Company, which would own the lin e, indicates that the new high-speed line through the mountainous terrain north of Mt. Fuji would be very expensive, about $100 million per mile (8 million yen per meter) for a conventional railway. A maglev system would cost 25 percent more. A significant part of the expense is the cost of acquiring surface and subsurface ROW. Knowledge of the technical details of Japans high-speed Maglev is sparse. What is known is that it will have superconducting magnets in bogies with sidewall levitation, linear synchronous propulsion using guideway coils, and a cruise speed of 311 mph (139 m/s). U.S. Contractors Maglev Concepts (SCDs) Three of the four SCD concepts use an EDS system in which superconducting magnets on the vehicle induce repulsive lift and guidance forces through movement along a system of passive conductors mounted on the guideway. The fourth SCD concept uses an EMS system similar to the German TR07. In this concept, attraction forces generate lift and guide the vehicle along the guideway. However, unlike TR07, which uses conventional magnets, the attraction forces of the SCD EMS concept are produced by superconducting magnets. The following individual descriptions highlight the significant features of the four U.S. SCDs. Bechtel SCD The Bechtel concept is an EDS system that uses a novel configuration of vehicle-mounted, flux-canceling magnets.  The vehicle contains six sets of eight superconducting magnets per side and straddles a concrete box-beam guideway. An interaction between the vehicle magnets and a laminated aluminum ladder on each guideway sidewall generates lift. A similar interaction with guideway mounted null flux coils provides guidance. LSM propulsion windings, also attached to the guideway sidewalls, interact with vehicle magnets to produce thrust. Centrally controlled wayside stations provide the required variable-frequency, variable-voltage power to the LSM. The Bechtel vehicle consists of a single car with an inner tilting shell. It uses aerodynamic control surfaces to augment magnetic guidance forces. In an emergency, it levitates onto air-bearing pads. The guideway consists of a post-tensioned concrete box girder. Because of high magnetic fields, the concept calls for nonmagnetic, fiber-rei nforced plastic (FRP) post-tensioning rods and stirrups in the upper portion of the box beam. The switch is a bendable beam constructed entirely of FRP. Foster-Miller SCD The Foster-Miller concept is an EDS similar to the Japanese high-speed Maglev but has some additional features to improve potential performance. The Foster-Miller concept has a vehicle tilting design that would allow it to operate through curves faster than the Japanese system for the same level of passenger comfort. Like the Japanese system, the Foster-Miller concept uses superconducting vehicle magnets to generate lift by interacting with null-flux levitation coils located in the sidewalls of a U-shaped guideway. Magnet interaction with guideway-mounted, electrical propulsion coils provides null-flux guidance. Its innovative propulsion scheme is called a locally commutated linear synchronous motor (LCLSM). Individual H-bridge inverters sequentially energize propulsion coils directly under the bogies. The inverters synthesize a magnetic wave that travels along the guideway at the same speed as the vehicle. The Foster-Miller vehicle is composed of articulated passenger modules and ta il and nose sections that create multiple-car consists. The modules have magnet bogies at each end that they share with adjacent cars. Each bogie contains four magnets per side. The U-shaped guideway consists of two parallel, post-tensioned concrete beams joined transversely by precast concrete diaphragms. To avoid adverse magnetic effects, the upper post-tensioning rods are FRP. The high-speed switch uses switched null-flux coils to guide the vehicle through a vertical turnout. Thus, the Foster-Miller switch requires no moving structural members. Grumman SCD The Grumman concept is an EMS with similarities to the German TR07. However, Grummans vehicles wrap around a Y-shaped guideway and use a common set of vehicle magnets for levitation, propulsion, and guidance.  Guideway rails are ferromagnetic and have LSM windings for propulsion. The vehicle magnets are superconducting coils around horseshoe-shaped iron cores. The pole faces are attracted to iron rails on the underside of the guideway. Nonsuperconducting control coils on each iron-core leg modulate levitation and guidance forces to maintain a 1.6-inch (40 mm) air gap. No secondary suspension is required to maintain adequate ride quality. Propulsion is by conventional LSM embedded in the guideway rail. Grumman vehicles may be single or multi-car consists with tilt capability. The innovative guideway superstructure consists of slender Y-shaped guideway sections (one for each direction) mounted by outriggers every 15-feet to a 90-foot (4.5 m to a 27 m) spline girder. The structural sp line girder serves both directions. Switching is accomplished with a TR07-style bending guideway beam, shortened by use of a sliding or rotating section. Magneplane SCD The Magneplane concept is a single-vehicle EDS using a trough-shaped 0.8-inch (20 mm) thick aluminum guideway for sheet levitation and guidance. Magneplane vehicles can self-bank up to 45 degrees in curves. Earlier laboratory work on this concept validated the levitation, guidance, and propulsion schemes. Superconducting levitation and propulsion magnets are grouped in bogies at the front and rear of the vehicle. The centerline magnets interact with conventional LSM windings for propulsion and generate some electromagnetic roll-righting torque called the keel effect. The magnets on the sides of each bogie react against the aluminum guideway sheets to provide levitation. The Magneplane vehicle uses aerodynamic control surfaces to provide active motion damping. The aluminum levitation sheets in the guideway trough form the tops of two structural aluminum box beams. These box beams are supported directly on piers. The high-speed switch uses switched null-flux coils to guide the vehicle through a fork in the guideway trough. Thus, the Magneplane switch requires no moving structural members. Sources: Sources:  National Transportation Library  http://ntl.bts.gov/

Analysis of Tintern Abbey by William Wordsworth Essay

Analysis of Tintern Abbey by William Wordsworth William Wordsworth existed in a time when society and its functions were beginning to rapidly pick up. The poem that he Composed a Few Miles Above Tintern Abbey, on Revisiting the Banks of the Wye, gave him a chance to reflect upon his quick paced life by taking a moment to slow down and absorb the beauty of nature that allows one to see into the life of things; (line 49). Wordsworths Tintern Abbey; takes you on a series of emotional states by trying to sway readers and himself, that the loss of innocence and intensity over time is compensated by an accumulation of knowledge and insight.; Wordsworth accomplishes to prove that although time was lost along with his innocence, he†¦show more content†¦Wordsworth stood on the cliff not only with the sense of present pleasure; (63) but he joyfully anticipated the moments for future years; (65). He came back to reality and began to analyze the situation after his reminiscing. Wordsworth realized that he had lost some guidance and w as searching for the presence of nature when returning to the Wye. He remembered when he used to wander and roam as free as a roe but as he matured he felt content with tapping into his memories of his youth because as Wordsworth stated, That time is past? other gifts have allowed; for such loss, I would believe, abundant recompense; (83-88). He realized that he was involved with more mature things in life because he had become more intelligent through the years and saw nature in the light of his intelligence. Yet, he insisted that he was still a lover of the meadows and the woods, and the mountains; and of all that we behold from this green earth; (102-105) but indeed, in a more composed way. Nature played a major role in this poets life but it was not all about his physical senses that he took as reality. It was due to the fact that he was a worshipper of Nature (152) and he knew that nature never did betray (122) him. 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Communication and Care Professionals Free Essays

string(141) " and intimidate people who use services, particularly if they feel that their concerns aren’t being responded to in an appropriate manner\." Unit 501 – Use and develop systems that promote communication Learning Outcome 1. Be able to address the range of communication requirements in own role. 1. We will write a custom essay sample on Communication and Care Professionals or any similar topic only for you Order Now 2. Explain how to support effective communication within own job role. There are a number of reasons for communicating as a manager and leader such as delegation of work, supervision, building a team, interviewing, etc. As well as the need to communicate in many different levels of communicators such as clients, family members, staff, senior staff, other managers, other professional. Different mix of people require a different type of communication. Throughout the duty manager might be undertaking the variety of roles when advising, instructing, welcoming, assessing, observing, informing and counseling. Whatever the communication need or type, a good working relationship, trust and ability to talk openly are essential and therefore the need to adjust the communication to each circumstance. in supporting others to became effective communicator, it is necessary for leader to be an effective role model and where able to reflect effectively on how you communicating your messages. If we support all our communication by accepting and valuing the people with whom we interact in the expression of warmth and a non- judgemental attitude, we will improve our communication skills no end. So effective communication can be supported by ensuring that staff are all well aware of the need to be flexible in the way in which they communicate within varied contexts and to engage in communication which is empathic and values people with whom they interact. 1. 3. Analyse the barriers and challenges to communication within own job role. There are a range of barriers and blocks in communication like: * Difference in culture and values. Living in multi-cultural society it is important to be culturally aware in our interpersonal interactions. It is includes not only cultural differences but also the differences in values that people hold. By developing a respectful curiosity about beliefs and practices within all service user’s lives, we are able to communicate in more meaningful ways. Negative feelings about the person you are speaking to or taking personally what the person are saying. We may not share the views of people we communicate or particularly like the stance the person takes, but as the manager and leader in a setting we do have to show tolerance of these views and to be fully aware of how we come across to those we are communicating with. One of the things we often do not pay enough attention to is our body language. The way in which we present ourselves can have as much if not more impact on whether our message is listened to and understood. It is vital that our bodily actions match our speech. * Difficulties in own life, tiredness, feeling unwell. Self management highlights the need to manage those emotions we feel and manage them appropriately. So we may feel angry at somebody, but as a manager and leader, showing that anger inappropriately will have negative effect on relationships. Feeling unsafe due to person’s behavior. We can overcome the problems associated with aggression by using our own verbal and non-verbal communication skills in a calm, non-threatening way, being clear and assertive in the way that they communicate with people who are aggressive, ensuring that the environment is used to defuse or de-escalate an aggressive situation and empowering people to take control of situations that they find stressful. * Not listening effectively. Active listening shows that staff and clients have been heard and the way in which we do this is with the following skills: acknowledging and reflecting feelings, body language, restating, paraphrasing, summarising, questioning. * Noise, inappropriate environment. Another area where communication could break down is an inappropriate environment. Manager must be aware of need for privacy when carrying out sensitive types of communication. The initial impact of a room or building, for instance, is it welcoming, tidy, level of noise, can have huge effect on how people feel and can influence the success of an interaction. Learning Outcome 2. Be able to improve communication systems and practices that support positive outcomes for individuals. 2. 2. Evaluate the effectiveness of existing communication systems and practices. The initial assessment must be done from the first meeting with person to establish a baseline of the person’s ability and communication method. Everyone involved with care of the person should be made aware of this baseline so they can evaluate the effectiveness of any agreed ways of communication. Comparing the baseline with current findings helps us to identify the effectiveness of agreed ways of communication. Positive changes may indicate that agreed method of communication is effective and should be encouraged to continue or possibly adapted to make even more improvement. Findings which show a decrease in the person’s ability need to be investigated further. Whatever the cause, the person should be supported to manage their communication ability, to prevent further decrease, and identify alternative methods of communication where possible. Once we have identified and supported the person to use agreed method of communication, we will need to work with others to identify ways of supporting the person to develop their communication continually. Others may include family, speech and language therapists, behavioural support workers, occupational therapists, psychiatrists, psychologist. When somebody masters their agreed method of communication to support their specific communication need, it may be time to introduce alternative methods to aid them to develop their communication further. Care professionals communicate with people using services very frequently and in a variety of ways. These can include formal meetings and appointments to assess a person’s health or wellbeing problems, to review a person’s progress or recovery, in informal conversations during activity sessions and in brief interactions in the corridor, for example. To ensure that they communicate effectively, care professionals need to use language that isn’t too technical, scientific or based on professional jargon. This can frustrate and intimidate people who use services, particularly if they feel that their concerns aren’t being responded to in an appropriate manner. You read "Communication and Care Professionals" in category "Essay examples" Effective communication and interaction enable people who use care services to feel more supported, are essential for identifying and responding to their individual care needs and form the basis of a trusting, respectful care relationship. 2. 3. Propose improvements to communication systems and practices to address shortcomings. Health and social care professionals need to be able to communicate effectively with people who use care services. Once they become aware that an individual needs assistance to communicate effectively, a care practitioner should ensure that suitable human or technological aids to communication are made available. Care professionals communicate effectively when they are able to ‘connect’ directly with other individuals. To be able to do this well, a care professional must adapt to the communication and language needs and preferences of others. This includes people who are unable to use spoken language and people who have sensory impairments that limit their communication and interaction abilities. Some people may develop their own way of communication because they do not have the ability to communicate in more formal manner. A sensory disable people usually use aid techniques and specific forms for communication. Effective communication and interaction play an important role in the work of all health and social care professionals. For example, care professionals need to be able to use a range of communication and interaction skills in order to: †¢ work inclusively with people of different ages and diverse backgrounds †¢ respond appropriately to the variety of care-related problems and individual needs of people who use care services †¢ enable people to feel relaxed and secure enough to talk openly †¢ establish trusting relationships with colleagues and people who use care services †¢ ask sensitive and difficult questions, and obtain information about matters that might be very personal and sensitive †¢ obtain clear, accurate information about a person’s problems, symptoms or concerns †¢ give others information about care-related issues in a clear, confident and professionally competent way. Collating or collecting information about somebody’s communication and support provided is essential in monitoring the effectiveness of the person’s communication. We can collect the information observing the person, getting feedback from others and recording information. Learning Outcome 3. Be able to improve communication systems to support partnership working. 3. 2. Compare effectiveness of different communication systems for partnership working. Health and social care work is now based on multi-professional and multi-agency working. This means that care professionals need to be able to communicate effectively with colleagues from a variety of different care disciplines. A multi-professional team might include nurses, care workers, social workers, occupational therapists, clinical psychologists and psychiatrists, for example. Each of these care professionals has a particular disciplinary training and a range of specialist skills. They also share some core skills in working with people who are mentally distressed. Members of this team will need to be able to use their one-to-one and group communication skills flexibly so that they can talk to, share ideas and collaborate with their team colleagues in ways that benefit the people in their care. Care professionals involved in multi-professional teams may communicate in both formal and informal contexts. When team members get to know each other very well, they may use more informal language at times. However, multi-agency working often requires care professionals to communicate more formally, using agreed plans and agendas to achieve specific goals. Formal communication may be used to ensure that the professionals and agencies involved in this kind of collaborative working are clear about each other’s responsibilities and don’t drift into miscommunication, compounding problems. 3. 3. Propose improvements to communication systems to support partnership working. Collating or collecting information is essential in monitoring the effectiveness of the communication systems. We can collect the information observing, getting feedback from others and recording information. So we need to work with others to identify ways to support the continued development of communication. Care professionals communicate with colleagues and other professionals in many contexts every day. Effective communication requires personal and professional respect for others, trust in the judgement and values of colleagues, good verbal and listening skills. Care professionals may communicate formally and informally with colleagues and others working in partnership. Effective communication and interactions enable people to work more efficiently and to collaborate with and support each other in teams. In formal communication the specific writing skills needed by care professionals are generally learnt in practice and quickly become part of a care professional’s skill set. However, it is important for care professionals to regularly review and reflect on their written communication skills to ensure they are using them as effectively as possible. Learning Outcome 4. Be able to use systems for effective information management. 4. 1. Explain legal and ethical tensions between maintaining confidentiality and sharing information. Tensions caused by confidentiality: the need for consent to share information; understanding when information may be shared without consent; concept of ‘need to know’; need for transparent policy and protocols for information sharing. In many cases, the passing information is routine and related to the care of the person concerned. However, this is only with the agreement of the person. But it is essential that only that is required for the purpose is passed on. Sometimes there are situations when we need to break confidentiality and pass information without consent but we must do this when we have good reason to believe that there is a risk of serious harm to someone. Good practice involves asking people if you can let other people know things, if not we can’t give any information even to close relatives only because they want to know. Exception to this rule is when others have a need to know. For example, managers, colleagues or other professional because they may need to help to make decisions or will be working with the same person. 4. 2. Analyse the essential features of information sharing agreements within and between organisations. Every organization have a policy on confidentiality and the disclosure of information. In my organisation Policy on Confidentiality and Policy on Record Keeping relate to it. The main point of these policies are: * All information we receive about or from service users is confidential and that only those people who need to know the information will have access to it * Individual and home records are kept in a secure fashion, are up to date and in good order * Service users have access to their record and information, as well an opportunities to help maintain their personal records. Staff working in health and care sector have a duty to respect individuals personal information, not discus client out of work place, ensure that all written information is signed and dated and stored in a secure manner, are not left out, are accurate and up to date, the passwords and computer screens are used in computer systems, information shared with appropriate peoples and on need- to- know basis. Managers responsibility for maintaining confidentiality is to be convinced that policies and procedures are appropriate and operational within your area and staff are provided training covering basic information about confidentiality, data protection and access to records. How to cite Communication and Care Professionals, Essay examples

Among the Giants free essay sample

â€Å"You are fourteen?!† one of my bewildered classmates asked. That was me, the short, scrawny kid. I could relate to how the ugly duckling must have felt. He did not seem to fit in with everyone else; something was different. It was almost like a piece of a jigsaw puzzle that could not be given a proper slot. The piece could be tried at many different places, but not one seemed to complete the puzzle. I was that single piece. I didn’t fit in with my classmates who were like giants compared to me. I apprehensively wondered if my growth spurt would ever come. I attended Kraybill Mennonite, a small, secluded middle school wedged in between the town of Mount Joy. The school had been a part of my life since kindergarten and it had felt like a journey through a dark tunnel without light at the end. I will be in eighth grade and maybe, just maybe a ray of welcoming sunshine would pierce through that dark tunnel of ups and downs. During the hot muggy months of August and September, I could be found in the blistering heat pounding a soccer ball against an old shed in my backyard. Soccer was something that I could get lost in and leave my troubles behind. Soccer camp began two weeks before school and I was full of anticipation. I fantasized about cutting and dodging past shocked defenders as the goalie was blown away with a perfectly placed shot. In a couple of weeks when our season started, hordes of screaming fans would be chanting my name. â€Å"Austin, Austin, Austin!† A single voice brought me back to reality. â€Å"Hey, are you going to pass me the ball sometime today?† grumbled a teammate. â€Å"Oh, umm†¦errr†¦sorry.† I sheepishly responded. As I trudged through the hallways on the first day of school, I already felt self-conscious. It felt like stumbling through New York City with its crowded streets and gigantic buildings, overwhelming me with its sheer size; I felt like that insignificant pebble kicked to the curb. I shyly responded with a quick hello to one of my friends and found my class. School dragged by as I anxiously waited for our first game. With relief, the last bell rang, the day was over. The locker room was soon packed with loud, boisterous soccer players anticipating a win. I could not wait to get on that field and take my position I had worked so hard for. Coach began reading the starting line-up and I just waited for my name to be announced. To my utter surprise it never came. Stunned, I plopped down on the cold, uninviting bench as I was reduced to a spectator. This is my eighth grade year; I am supposed to be a starter. How am I sitting here while seventh graders are playing more than I am? Many more similar incident followed as the time spent on the bench out-weighed the time I was celebrating goals on the field with my teammates. It just was not fair. Why did I have to be the smallest and the shortest? Soccer, instead of being fun, became a chore, another giant in my life. I only attended the games and practices because I had no other choice. With a little over a few weeks left in the season, I was ready to hang up my cleats. The cleats were like a discarded Christmas tree after the season was over they simply had no purpose. The season finally ended in late October, as our team went undefeated. I wanted no part in it. I had not been given a chance to prove myself, and sitting on the bench left a bitter taste in mouth. Like changing fall leaves with vibrant colors that blew onto the soccer field, I too had changed from a person who had soccer to one who could not even look at a ball without disdain. Soon the harsh temperatures of winter made, froze my memories of soccer and how my smallness had contributed to the miniscule amount of playing time I received. I attempted to leave soccer behind and focus on more important things in life. For so long I had dwelled on the fact that I was different from the kids my age. Continually, I pondered about things I was not able to do or accomplish because I was that puzzle piece that just didn’t fit. But was that really the problem? Was it truly because I was the short, scrawny kid? I tossed and turned with the idea, unsure of the answer could be. Perhaps a change of the seasons would help me gather my thoughts. The endless nights are one of the benefits of winter. It gives a person valuable time to think about things from a different perspective. For as long as I could remember, my size and height defined me. When someone mentioned my name, the thought of a small boy almost always crossed their mind. Did I want to be known for that? After many hours of pondering, I finally came to a conclusion. Being shorter was not the l issue, instead I had made it into one. By believing that I was under-privileged and at a disadvantage, I actually had convinced myself I really was. I wanted to be known for my personality; something I could control. My thought process and perspective on life had to change from that point on. At first I struggled with being comfortable with who I was. I kept trying to believe in myself and eventually things really did change. God had not been much of a priority in my life then. I learned that not until I was ready to submit to God and surrender my life to him, could I be satisfied with my life. When an announcement was read about the possibility of baptism and a mission trip to Honduras, I knew God was calling me. Through these experiences, God changed my life. He taught me to focus on things that really mattered instead of things that are beyond my control. I was transformed from a person who was self-conscious of myself to someone who could stand up with confidence and pride. Instead of putting goals into the net, God had given me the ultimate goal, living a life devoted to him. God had opened my eyes like the men who witnessed David’s defeat of Goliath, so that I could now defeat the biggest giant in my life, me.