A nurse caring for a client with head trauma will be monitoring the client for Cushing’s triad. What will the nurse recognize as the symptoms associated with Cushing’s triad? Select all that apply.

A 58-year-old patient with a history of coronary artery disease is admitted to the emergency department with complaints of palpitations, dizziness, and chest pain. The ECG shows a wide, regular tachycardia with a rate of 180 beats per minute, and the patient appears hypotensive. The healthcare provider suspects ventricular tachycardia (VT). Which of the following interventions should the nurse prioritize for this patient?

Which of the following statements regarding the Bohr model of the hydrogen atom is incorrect? 

You are one of the senior leaders of a mid-sized successful financial services company (Z Corp). You are pleased with recent results in your business unit; in fact, you’ve been just promoted to the executive committee.  One of your new EC colleagues suggests that while things are going well now, Z Corp doesn’t really have innovation embedded in its culture – “we have been innovative in the past, sure, but I’m not convinced it is really a key part of our DNA.”   Others on the EC think things are just fine – one colleague was adamant that “we are growing and are profitable; our DNA is to win!”  Given you are the most recent member of the EC and have (so far) seemed to be a neutral voice in this long-running debate within the group, the CEO asks you to develop a plan to increase the innovativeness of Z Corp.  The CEO made it clear that he is not expecting you identify new opportunities yourself; he is looking longer-term and wants a plan to ‘futureproof’ Z Corp success. a) What would say to get your skeptical colleague, who thinks ‘innovation culture’ is merely shorthand for sloppiness and undisciplined processes, as a supporter to your plan? b) What are the key planks in your plan to increase the innovation culture of Z Corp? And, how can you maximize the likelihood of success when implementing the plan?

A friend of yours is sharing about his recent experience at work – a large organization (Y Corp) considered a leader in its industry.  He is on a task force to bring new innovations to the executive team.  Your friend and the other participants are part-time on this task force; they all have their primary jobs as well.  The mission of this task force is to generate new ideas, help the executive team to prioritize the concepts, and support various business units to develop these concepts into new profitable growth opportunities.  In other words, the mission of this group is to help Y Corp “disrupt itself” before outsiders challenge its dominance in the industry.  The entire c-suite has been vocal in recent years about its need for disruptive innovation to avoid “stagnation.”   However, your friend is frustrated because there seems to be little priority given (from the executive team) to the task force activities.  During the course of one year, your friend’s team has generated several interesting new business ideas, without much to show for it.  His task force has generated (PowerPoint) deck after deck with detailed analyses on their innovative ideas, but no decisions or actions about these ideas seem to be coming out of the executive committee.    Your friend is starting to believe that the leadership of Y Corp is not serious about disruptive innovation – “why start an innovation task force if they didn’t want to innovate?!”  He said that most of his colleagues on the task force are convinced that their company is being myopic by only prioritizing the perspectives of Wall Street analysts and quarterly earnings pressure.    You know that your friend is very capable, and is passionate about his company and the industry. He has had a very successful career so far at this organization and you are convinced he has the potential to become a senior leader at Y Corp in the next 5-10 years. You are contemplating how he has gotten so frustrated now. How did the circumstances turn your friend, who has typically been the professional optimist, into someone who is questioning the rationality of his own leadership team?  You are wondering if there is anything you could say to your friend to help him navigate this situation.  You know that you don’t have enough facts to come to definitive conclusions, but you know enough about strategy and innovation that pattern recognition is kicking in.

A week after you shared your advice (Question 3) with your friend, he set up a meeting over coffee.  He shared that he now is starting to think that Y Corp shouldn’t be innovating at all – at least not investing in disruptive innovation.  He has read a few articles by Clay Christensen, and is convinced that Y Corp should focus on its core.  Your friend has concluded that “our company should maximize the profitability of our existing strong businesses by focusing on efficiency, productivity, and incremental innovations.  I’m going to get myself off of this task force.” a) Is your friend’s conclusion about not pursuing disruptive innovation, correct? Is it misguided for the leadership of a strong incumbent to try and “disrupt itself”?  Why or why not?  b) How should an incumbent pursue long-term success in dynamic markets and avoid “stagnation”?  

How does economics define the concept of ‘diminishing marginal utility’?

Consider the following graph of the willingness to pay for five people in the used book market.  consumer surplus 1.png What is the total consumer surplus in this market when the price for a book drops from $30 to $20?

Section 2: Units 1 – 9 (Chapters 1 – 14)This section covers material from the first two-thirds of the course.

During his nine months in prison, Adolf Hitler wrote ______________, which literally means “_____________.”