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Investigating soil composition and formation in the Vestfold Hills during the Pliocene epoch: A geochemical and mineralogical perspective
No full textTeacher readiness for generative AI:A Theory of Planned Behaviour approach
No full textAs generative artificial intelligence (GenAI) tools become increasingly integrated into educational contexts, teacher readiness to adopt these technologies has emerged as a critical factor shaping their impact. This study investigates teacher readiness for GenAI adoption using the Theory of Planned Behaviour (TPB) as a theoretical framework, focusing on the constructs of attitude, perceived behavioural control, and subjective norms. Positioned within a quantitative research paradigm, the study utilised a cross-sectional survey design and a structured questionnaire to examine teachers' beliefs and practices. A jurisdiction-wide survey of 111 teachers in the Australian Capital Territory was conducted to explore their beliefs, abilities, experiences, and concerns related to GenAI. A quantitative analytical approach was adopted, and Principal Component Analysis identified four readiness dimensions: integration skills, perceived threats, perceived opportunities, and classroom use. These mapped to TPB as follows: perceived behavioural control was reflected in teachers' confidence using GenAI for lesson design, collaboration, and student interaction; attitudes were bifurcated into enthusiasm for GenAI's potential to reduce workload and support innovation, and concern over its risks to student autonomy, social-emotional learning, and teacher roles; subjective norms did not emerge as a distinct factor, indicating limited institutional guidance or peer consensus. Gender-based differences were noted, with female teachers expressing higher optimism and ethical awareness. The findings highlight the complexity of GenAI adoption, where professional confidence interacts with deep pedagogical and ethical caution. This study contributes new empirical evidence and theoretical insights into how teachers conceptualise and respond to GenAI, offering implications for professional learning, policy development, and future research. It also suggests refinements to TPB when applied to emerging technologies characterised by rapid change, ethical ambiguity, and uncertain pedagogical value.</p
Perspectives of World-Class Endurance Coaches on the Evolution of Athlete Training and Performance
Full text linkPurpose: To provide insights into the key practices driving the evolution of endurance training and performance. Methods: A total of 78 world-class coaches (73 men, 5 women), representing 14 endurance sports, and 18 nations, participated in a digital survey comprising open-ended questions about recent trends and projected future developments. Results: Qualitative thematic analysis revealed 8 key drivers of change: (1) individualized and sport-specific training strategies, (2) precision in training execution, (3) load-management procedures, (4) strategic use of environmental stressors, (5) optimized nutrition, (6) holistic recovery practices, (7) health and injury prevention, and (8) equipment and technology-driven innovation. To provide a clearer conceptual framework, these themes were grouped into 3 overarching categories: training methodologies (themes 1–4), recovery and health management (themes 5–7), and technological innovation (theme 8). Conclusions: World-class endurance coaches describe a continuing shift toward more individualized training strategies, characterized by detailed sport-specific considerations, training plans aligned with physiological profiles, greater precision in training execution, refined load management, and strategic use of environmental stressors. In this context, advanced monitoring technologies are viewed as essential for optimizing training adaptations while minimizing the risk of maladaptation and injury. Coaches also emphasized the importance of enhanced health and recovery strategies to support training adaptations, including sleep quality, stress management, life balance, and targeted nutritional interventions, particularly carbohydrate availability. Finally, the rapid development of new equipment and technologies is transforming training and coaching practices, thereby contributing to improved endurance performance.</p
Reducing use of desflurane in the anaesthetic department:A controlled interrupted time series analysis
No full textDesflurane is a potent and expensive greenhouse gas. Reducing its use is a global priority. This anaesthetist-led quality improvement project involved educational, motivational and system-change initiatives implemented in the anaesthesia department of Bankstown-Lidcombe Hospital (BLH) (September 2021–March 2024), with the aim of reducing desflurane consumption. A quasi-experimental interrupted time series design with control site was employed to estimate changes in usage, greenhouse gas emissions and financial cost of anaesthetic agents per 100 surgeries. Prior to intervention, use of desflurane at BLH was stable. During and after intervention, a significant downward trend in desflurane use was observed, reducing by an average of 0.1 units (1 unit = 1 bottle) per month per 100 surgeries from September 2021 onwards (95% confidence interval (CI) –0.21 to –0.01, P = 0.035). The intervention, while not directly targeting sevoflurane use, was similarly associated with a downward trend in sevoflurane usage of an average of 0.5 units per month per 100 surgeries from September 2021 onwards (95% CI –189.74 kg to –10.43 kg, P = 0.004). No significant changes in use of desflurane or sevoflurane were observed at the control site, although use of both agents declined slightly over the study period. Estimated CO2 equivalent (CO2e) emissions were reduced by an average of 124.7 kg per month per 100 surgeries from September 2021 onwards (95% CI –223.3 kg to –26.1 kg, P = 0.018). Average monthly cost per 100 surgeries at BLH reduced by AU162.58 to –AU$38.10, P = 0.003). There were no changes in CO2e emissions or costs at the control site. A clinician-led intervention highlights the importance of creating opportunity and motivation for change amongst staff as well as ongoing education, advocacy and engagement with department and executive to achieve positive environmental and financial outcomes.</p