Aim: Spanish-only speaking residents in the United States face barriers to receiving potentially life-saving 911 interventions such as Telephone-cardiopulmonary resuscitation (TCPR) instructions. Since 2015, 911 dispatchers have placed an increased emphasis on rapid identification of potential cardiac arrest. The purpose of this study was to describe the utilization and timing of the 911 system during suspected out-of-hospital cardiac arrest (OHCA) by Spanish-speaking callers in Metropolitan Phoenix, Arizona. Methods: The dataset consisted of suspected OHCA from 911 centers from October 10, 2010 through December 31, 2013. Review of audio TCPR process data included whether the need for CPR was recognized by telecommunicators, whether CPR instructions were provided, and the time elements from call receipt to initiation of compressions. Results: A total of 3398 calls were made to 911 for suspected OHCA where CPR was indicated. A total of 39 (1.2%) were determined to have a Spanish language barrier. This averages to 18 calls per year with a Spanish language barrier during the study period, compared with 286 OHCAs expected per year among this population. The average time until telecommunicators recognized CPR need was 87.4 s for the no language barrier group compared to 160.6 s for the Spanish-language barrier group (p < 0.001). Time to CPR instructions started was significantly different between these groups (144.4 s vs 231.3 s, respectively) (p < 0.001), as was time to first compression, (174.4 s vs. 290.9 s, respectively) (p < 0.001). Conclusions: Our study suggests that Hispanic callers under-utilize the 911 system, and when they do call 911, there are significant delays in initiating CPR. (C) 2017 Elsevier B.V. All rights reserved.

Syfte: Syftet är att studera hur sättet att kommunicera mellan chef och medarbetare påverkats, där flertalet anställda till följd av COVID-19 fått ställa om och arbeta på distans. Metod: Studien är genomförd som en kvalitativ enfallsstudie med tvärsnittsdesign, på ett finansbolag beläget i Västra Götaland. Frågeställningen besvaras genom analyser av data som samlats in genom personliga, semistrukturerade intervjuer med chefer och medarbetare. Resultat: En mer relationsinriktad ledarskapsstil tenderar att skapa bättre förutsättningar för en bra kommunikation på distans, jämfört med den mer målinriktade ledarskapsstilen. Kommunikationsverktyg är väsentliga för distansarbete och de finns alltid tillgängliga för medarbetaren. Är de verktyg som används inte anpassade efter organisationens situation, påverkas flödet av kommunikation och således om det är envägs- eller tvåvägskommunikation. Däremot inser användaren i samband med distansarbete befintliga verktygs fulla potential. Arbete på distans ställer i grunden inte mycket högre krav på medarbetarna utöver att de ska kunna arbeta självständigt och jobba minst lika effektivt, samt att personen även ska kunna ta ett större eget ansvar. Sätten och möjligheterna att kommunicera begränsas på distans, vilket innebär att samtliga kontinuerligt arbetar gemensamt för att upprätthålla en väl fungerande kommunikation. Chefen har definitivt ett högre ansvar att leda en grupp när den är splittrad, det är inte enbart en persons ansvar att upprätthålla en väl fungerande kommunikation. Förslag till framtida studier: Rekommendationen är att studera flertalet organisationer som inte omfattas av samma lagkrav och där personalstyrkan varit densamma sedan omställningen till distansarbete. På så sätt går det jämföra skillnaden mellan organisationer där alla haft en god kommunikation redan innan omställningen. Genom en kvalitativ studie finns möjlighet att täcka in större antal medarbetare för att få annat perspektiv på hur hela organisationen betraktar kommunikation och återkoppling i ett ledarskap på distans. / Purpose: The purpose is to study how the way to communicate between manager and employee is affected, where the majority of employees due to COVID-19 have had to adjust to the situation and telework. Method: The study is performed as a qualitative, cross-sectional designed single case study, at a financial company located in western Sweden. The questions for this study were answered through data analysis collected through personal, semi-structured interviews with supervisors and employees. Result: Human-oriented leadership tends to create better conditions for a well working communication in teleworking, compared to task-oriented leadership. The tools for working and communication are essential but also always available for the employee. If the tools in use are not adopted for the needs of the organization, the flow of the communication is affected and thus also the feedback. On the other hand the user during teleworking becomes more aware of the tools’ full potential. Teleworking basically doesn’t demand more of the employees other than being able to work independently and at least as efficiently, as well as taking more self responsibility. The ways and possibilities for communicating are limited while teleworking, which means that all involved continuously need to work mutually to obtain a well working communication. The manager definitely has a higher responsibility to manage a divided team but it’s not solely one person’s onus to obtain the communication. Suggestions for further studies: The recommendation is to study multiple organizations, which are not bound to the same legal requirements and where the staff has maintained the same since the conversion to teleworking. That way differences can be compared between organizations where a well functioning communication was established even before the conversion. Through a qualitative study there is a possibility to cover a greater number of employees with the objective of receiving a different perspective on how the entire organization considers communication and feedback during a telecommuting management.