Archivio Istituzionale della Ricerca- Università degli Studi di Foggia
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Strategies for introducing and implementing vaccines for adults into national immunization programs in Europe: Good practices and key insights of the adult immunization board meeting
No full textIn April 2024, the Adult Immunization Board convened a technical meeting to explore the latest strategies and identify exemplary approaches regarding the implementation of vaccines for adults into Europe’s National Immunization Programs (NIPs). The meeting was built around three pillars: decision making for introducing a new vaccine, implementation, monitoring, and evaluation. The increasing number of new vaccines available in a context of competing health priorities warrants transparent and evidence-based decision-making processes for vaccine introduction. In Europe, burden of disease, vaccine efficacy or effectiveness, and safety are universally used decision-making criteria. While economic evaluations and the quality of evidence are being increasingly considered, public acceptance, equity, and operational criteria remain underutilized. Vaccine implementation requires planning and coordination. Implementation activities discussed during the meeting were vaccine program goals, target population identification, communication, training of healthcare professionals, and involvement of pharmacists. Once operational, NIPs are to be monitored in terms of safety, effectiveness, and impact. Implementation science as well as behavioral and cultural insights can be used to identify tangible interventions to improve uptake. Meeting discussions allowed to identify adult vaccine implementation barriers and possible strategies to overcome them. Enhanced cooperation and coordination throughout the Europe region were recognized as critical components of progress
Rapid, high-throughput, and sensitive screening of herbal product metabolites in blood plasma using 2D carbon microfiber fractionation coupled with quadrupole time-of-flight high-resolution mass spectrometry: Huangkui capsule insights
No full textL’industria della consulenza e l’evoluzione del capitalismo contemporaneo nella riflessione di Mariana Mazzucato e Rosie Collington
No full textMiopia e automatismi nell’organizzazione pubblica
No full textL’articolo esplora le dinamiche comportamentali che ostacolano il cambiamento e l’innovazione nelle organizzazioni
pubbliche, focalizzandosi sul concetto di miopia organizzativa e sugli automatismi cognitivi. Le
organizzazioni pubbliche, spesso vincolate da norme rigide, tendono a privilegiare l’exploitation (sfruttamento
della conoscenza esistente) rispetto all’exploration (ricerca e sperimentazione di nuove soluzioni), limitando
così l’apprendimento trasformativo. Questo squilibrio è radicato nelle routine organizzative, che rappresentano
schemi di azione consolidati e ripetuti. Sebbene garantiscano efficienza e stabilità, tali routine generano inerzia
e ostacolano la capacità di percepire opportunità emergenti. Inoltre, la prevalenza di comportamenti automatici
– spiegata attraverso la dual-process theory di Kahneman – mostra come il Sistema 1, veloce e inconsapevole,
domini sull’attivazione del Sistema 2, deliberativo e riflessivo, necessario per l’innovation.
L’articolo propone che per superare la miopia e favorire l’exploration, è fondamentale promuovere riflessività e
consapevolezza nei processi decisionali. Solo attraverso l’attivazione intenzionale di comportamenti esplorativi
– come variazioni consapevoli rispetto alle routine consolidate – è possibile abilitare innovazione e apprendimento.
Le iniziative formative sui bias cognitivi e la teoria dei due sistemi rappresentano strategie promettenti
per aumentare la consapevolezza e stimolare il cambiamento nelle pubbliche amministrazioni
The Shapeshifter Model for Soft Skills for Project Managers: A Dynamic and Context-Sensitive Approach to Assessing Adherence and Maturity Levels in Addressing “Grand Challenges”
No full textUnlike hard skills, which are quantifiable, delineating the optimal soft skills profile for a project manager (PM) presents a multifaceted challenge due to their multifarious nature. Cultural, social, and political-institutional contexts, along with the dynamic nature of projects, play a critical role in influencing situations that activate and shape the manifestation of soft skills. These factors interact with individual differences and interpersonal interactions, thereby affecting how soft skills are expressed and perceived in various project environments. Furthermore, the diversity among stakeholders, including their differing expectations, communication styles, needs, and behaviors, can significantly impact how soft skills manifest. An off-beat approach based on multidimensional skills integration (MSI), contextual embeddedness (CE), project-specific adaptability (PSA), situational responsiveness (SR), stakeholders’ diversity (SD) is developed to highlight how multilayer and dynamic feedback loops (MDFL) can generate the activation of various soft skills with distinct nuances and shape. By incorporating all these variables, the “shapeshifter model” offers a dynamic and accurate assessment of soft skills, tailored to the different situations that manifest in each project
Lingue vive e lingue morte: classici e moderni nel canone scolastico tra fine Ottocento e primo Novecento
No full textIl saggio ripercorre la questione del latino nel canone scolastico tra Otto e Novecento, attraverso le diverse prese di posizioni di numerosi intellettuali, da Carducci, a Pascoli fino a D'Annunzio, ma tenendo conto di un più ampio dibattito che coinvolse tanti altri importanti protagonisti di quegli anni. La discussione, che si estese anche più in generale al rapporto tra lettere e scienze, rappresentò una sorta di bilancio della cultura ottocentesca, in bilico tra istanze di rinnovamento, tradizione classica e ideali romantici
An empirical analysis to test the ability of multi-criteria methods to explain some behavioural anomalies
No full text
