system evolves to be more integrated vertically through hospital and insurance company
integrated models and horizontally via accountable care organizations (ACOs). As quality
improvement (QI) teams address clinical problems, research teams study implementation,
and awareness for prompt assessment and actionable adaptations accrues, the methods for
pursuing rapid-cycle research are emerging. This document explores the breadth of
methodologies conventionally associated with QI in primary care settings, discusses the
appropriateness of such strategies across evaluation objectives, and provides practical
discussions about tools to accelerate the assessment-to-adoption cycle.
Purpose: This document is designed as a practical guide to the uses of and methods for
conducting rapid-cycle research. It was developed by the Agency for Healthcare Research
and Quality (AHRQ) Practice-Based Research Network (PBRN) Resource Center to:
address a demand of researchers and implementers, including the primary care PBRN
community to describe the process of identifying opportunities to pursue rapid-cycle
research, and
provide in-depth exploration of some methodologies of interest.
Audience: Research teams conducting health services research in primary care and other
health settings; quality improvement staff in health care settings, and physicians and other
providers involved in practice-based research networks.
Definition of Rapid-Cycle Research: The working definition of rapid-cycle research for this
document is a process by which practical problems are identified and addressed using
analysis methods that are incremental and contextually informed. Six phases by which to
conduct this rapid iterative process are outlined and described with the emphasis on the
preparation phases of designing a study
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Ex. 1. Read and translate the text: Greeting and IntroductionIn business, people have to deal with all kinds of people. You can use English when talking to different people who don't speak your language: clients, suppliers, visitors, foreign partners or members of public. Moreover, these people may be friends, acquaintances or strangers.The relationship you have with a person determines the kind of language you use. This relationship may even affect what you say when you meet people: for example, it's not appropriate to say "Hi, how are you?" when you meet the Director of a large company or to say: "Good morning, it's a great pleasure to meet you" when being introduced to a person you'll be working closely with in the same team.When people first meet someone, they usually have a short conversation, exchanging names and business cards. There are general rules for introductions: men are introduced to women, young people to older ones, old colleagues (friends) to newcomers. You should always stand when people are being introduced. If you are introduced to someone, use his name immediately - it will help you to remember it. If you want to address to someone whose name you don't remember, you may say just "Excuse me" and ask to repeat his name. When people meet in business, there is often "small talk" before the business discussion begins. Small talk is important in many business situations, such as a meeting start, during a coffee break at a meeting, before and after a job interview, or in the hall. Talking easily with people can leave a longer impression than exchanging business cards. Before a meeting you should prepare a small talk in English about your company, professional field, projects and future plans. Be able to talk about your country and town, entertainment and cultural centers of interest. Don't be an FBI agent and avoid all personal questions unless you know the person well.Remember also that your body language, gestures and expressions may tell people more about you than the words you use. People form an impression of you from the way you speak and behave - not just from the way you do your work. People in different countries have different ideas of what sounds friendly, polite or sincere - and of what sounds rude or unfriendly. Good manners in your culture may be considered bad manners in another culture. Ex. 3. Study up the word combinations with “work”.to work for a company to be off work (e.g. because of illness)to work in a department to be at work till 6.00 p.m.to work with a person to leave for work at 7.00 a.m.to work under a person to go to work by busto work on a project to get to workto work as an investigator to arrive at workto be out of work (to be unemployed)Complete the text with the prepositions from the word compositions above. Veronica lives in London and works a large European car company. She works car design projects the Design Department. In fact, she manages a team of designers: eight people work Veronica. The office is located not far from her house and Veronica leaves home work at 8.30 every morning and go work by tram. The traffic is often bad and she worries about getting work late, but she usually arrives work at around nine. Veronica finishes work quite late but she loves what she does and she is glad to be work. “Luckily, I don’t get ill very much so I’m not often work”. She has been working for the company for six years. Some of her friends are not so lucky: they are work.Ex. 4. Discuss in pairs.Why should you:1.stand up when people are coming to introduce themselves to you?2.smile when you introduce yourself?3.make eye contact?4.introduce yourself to someone you have already met?5.avoid all personal questions if you meet a person for a first time?6.prepare a small talk to a formal conversation? What neutral topics can you recommend?7.find out the information about countries you visit (if you are abroad)?Ex. 5. Answer the questions.1.Have you ever met overseas visitors? Is it easy to have a conversation? Why/Why not?2.What do you say when you greet a visitor (English-speaking)?3.What impression do you try to produce on the people you deal with in business?4.How can you make your visitor feel comfortable?5.When a person is introduced, why is extra information about that person often added?
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