Testing genuine multipartite nonlocality in phase spacea

We demonstrate genuine three-mode nonlocality based on phase-space formalism. A Svetlichny-type Bell inequality is formulated in terms of the s-parametrized quasiprobability function. We test such a tool using exemplary forms of three-mode entangled states, identifying the ideal measurement settings required for each state. We thus verify the presence of genuine three-mode nonlocality that cannot be reproduced by local or nonlocal hidden variable models between any two out of three modes. In our results, GHZ- and W-type nonlocality can be fully discriminated. We also study the behavior of genuine tripartite nonlocality under the effects of detection inefficiency and dissipation induced by local thermal environments. Our formalism can be useful to test the sharing of genuine multipartite quantum correlations among the elements of some interesting physical settings, including arrays of trapped ions and intracavity ultracold atoms. DOI: 10.1103/PhysRevA.87.022123

Testing a model for developing, implementing and evaluating a strategy to improve the quality of nursing and midwifery care in an acute hospital trust.

Abstract:
Background: Health care organisations
worldwide are faced with the need to develop
and implement strategic organisational plans
to meet the challenges of modern health care.
There is a need for models for developing, implementing and evaluating strategic plans that engage practitioners, and make a measurable difference to the patients that they serve. These presentations describe the development, implementation and evaluation of such a model by a team of senior nurses and practice developers, to underpin a strategy for nursing and midwifery in an acute hospital trust. Developing a Strategy The PARIHS (Promoting Action on Research Implementation in Health Services) conceptual framework (Kitson et al, 1998) proposes that successful implementation of change in practice is a function of the interplay of three core elements: the level of evidence supporting the proposed change; the context or environment in which the change takes place, and the way in which change is facilitated. We chose to draw on this framework to develop our strategy and implementation plan (O’Halloran, Martin and Connolly, 2005). At the centre of the plan are ward managers. These professionals provide leadership for the majority of staff in the trust and so were seen to be a key group in the implementation process.