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Probability of hospitalisation associated with contamination along with SARS-CoV-2 family tree W.One particular.A single.Seven in Denmark: the observational cohort study.
The COVID-19 dramatically changed employment across sectors in 2020. This Viewpoint essay examines public sector labor relations during the pandemic and describes the impact bargaining process used to protect public employees. We draw on our own experience in impact bargaining negotiations and the public labor relations, conflict management, and civil service reform literatures to develop recommendations for public union labor leaders in times of crisis. We suggest that public unions have an important role in crisis management, but must act strategically in order to develop good working relationships with leadership and successfully negotiate employee protections in uncertain times. This article is protected by copyright. All rights reserved.The explosion of the coronavirus onto the global stage has posed unprecedented challenges for governance. In the United States, the question of how best to respond to these challenges has fractured along intergovernmental lines. The federal government left most of the decisions to the states, and the states went in very different directions. Some of those decisions naturally flowed from the disease's emerging patterns. But to a surprising degree, there were systematic variations in the governors' decisions, and these variations were embedded in a subtle but growing pattern of differences among the states in a host of policy areas, ranging from decisions about embracing the Affordable Care Act to improving their infrastructure. These patterns raise fundamental questions about the role of the federal government's leadership in an issue that was truly national in scope, and whether such varied state reactions were in the public interest. The debate reinforces the emerging reality of an increasingly divided states of America. This article is protected by copyright. All rights reserved.The outbreak of the COVID-19 pandemic has plunged the world into a crisis. To contain the crisis, it is essential to build full cooperation between the government and the public. However, it is unclear which governmental and individual factors are the determinants and how they interact on protective behaviors against COVID-19. To resolve this issue, this study built a multiple mediation model and found government emergency public information as detailed pandemic information and positive risk communication had more important impacts on protective behaviors than rumor refutation and supplies. Moreover, governmental factors could indirectly affect protective behaviors through individual factors such as perceived efficacy, positive emotions, and risk perception. These findings suggest that systematic intervention programs for governmental factors need to be integrated with individual factors to finally achieve effective prevention and control of the COVID-19 pandemic among the public. This article is protected by copyright. All rights reserved.By combining a historical institutionalism approach with institutional isomorphism and punctuated equilibrium, this paper analyses quarantine policy change across 120 years of Australian quarantine history. By anchoring our analysis within specific time periods (years before the Spanish flu, seven decades of inaction, and multiple post-1997 pandemic updates and responses), we highlight when and why policies did or did not change and how constant push-and-pulls between State and Commonwealth institutional ownership altered policy possibilities. The heart of our analysis showcases how Australia's successful COVID-19 response is a unique output of prior quarantine policies, institutional evolution, and mid-pandemic alterations of key national pandemic response plans. This article is protected by copyright. All rights reserved.This millennium began with widespread acceptance of a governing paradigm emphasizing small government, free markets and open borders. Three crises - the 9/11 attacks, the 2008 financial crisis, and the 2020 COVID-19 pandemic - forced American policymakers to diverge from this paradigm. At the time, these divergences were described as temporary departures from normalcy. In retrospect, it would be more accurate to regard the millennial paradigm itself as the abnormality as a model of governance designed for rare moments of calm. In the last two decades, a different paradigm has emerged. American government has become the ultimate bearer of societal risks. Repeatedly, it has adopted extraordinary measures to protect public safety and the economy. However, the American state lacks the capacity to anticipate and manage these massive risks competently. New capabilities are required, along with a new mentality about governing. Domestic politics will complicate the task of building these capabilities. This article is protected by copyright. All rights reserved.In the COVID-19 crisis, society pins its hopes on science to play an authoritative role in reducing uncertainty and ambiguity. But is science up to the task? This is far from self-evident. The demands on science in times of crisis run counter to the values of good, normal science. Crisis science needs to be fast, univocal, personalized, and direct, while normal science is slow, contentious, collective, and sensitive to complexity. Science can only play its atypical role if it is staged in the public arena. this website Some patterns of staging stand out personalization, visualization, and connection to lived experiences. So far, the staging of science has been successful, but it is fragile. The COVID-19 crisis shows the potential of well-staged forms of alliance between science and policy, but when the general assumption is that scientists will "solve" societal "problems," the staging of science has gone too far.Governments are being put to the test as they struggle with the fast and wide spread of COVID-19. This article discusses the compelling challenges posed by the COVID-19 pandemic by examining how this wicked problem has been managed by the South Korean government with agile-adaptive, transparent actions to mitigate the surge of COVID-19. Unlike many Western countries, South Korea has been able to contain the spread of COVID-19 without a harsh forced lockdown of the epicenter of the virus. This essay argues that an agile-adaptive approach, a policy of transparency in communicating risk, and citizens' voluntary cooperation are critical factors. It also suggests that the South Korean government learned costly lessons from the MERS failure of 2015. This essay suggests ways that Western countries can manage future wicked problems such as COVID-19 without paying too much cost and maintaining quality of life in open and free societies.
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