Clinicians should not screen men who do not express a preference for screening and should not routinely screen men 70 years and older. In determining whether this service is appropriate in individual cases, patients and clinicians should consider the balance of benefits and harms on the basis of family history, race/ethnicity, comorbid medical conditions, patient values about the benefits and harms of screening and treatment-specific outcomes, and other health needs. Harms are greater for men 70 years and older. However, many men will experience potential harms of screening, including false-positive results that require additional testing and possible prostate biopsy overdiagnosis and overtreatment and treatment complications, such as incontinence and erectile dysfunction. Screening offers a small potential benefit of reducing the chance of death from prostate cancer in some men. The decision to be screened for prostate cancer should be an individual one.īefore deciding whether to be screened, men aged 55 to 69 years should have an opportunity to discuss the potential benefits and harms of screening with their clinician and to incorporate their values and preferences in the decision. The USPSTF recommends against PSA-based screening for prostate cancer in men 70 years and older. Clinicians should not screen men who do not express a preference for screening. ![]() Before deciding whether to be screened, men should have an opportunity to discuss the potential benefits and harms of screening with their clinician and to incorporate their values and preferences in the decision. Get more insights on the future of work from our Open research.For men aged 55 to 69 years, the decision to undergo periodic prostate-specific antigen (PSA)-based screening for prostate cancer should be an individual one. ![]() All teams can do amazing things when they work Open. Open work practices allow for unhindered access to the right context, the bigger picture, and important information when it’s needed most. 67 percent of the high-achieving teams we studied practice giving feedback to each other in order to strengthen their work and produce better results. 89 percent of employees say that transparent decision making boosts team achievement.įinally, the products and services that will win the hearts of customers will be the ones that built by diverse teams that harness the varied perspectives of their people and share their ideas openly. In a rapidly-changing world, transparency and information sharing (not off-limits labs and secretive, siloed projects) will unleash the potential of market leaders in this decade. What started in the 80s with a desire for work-life balance will continue in 2020, with workers caring less about where they work and more about how they work with their team. 70 percent of high-performing teams prioritize developing strong relationships with their team so they can work together better. ![]() ![]() Reading the trends of the past decades is telling. The world of work has changed so quickly in recent decades and the rate of change shows no signs of slowing down. The birth of Amazon and eBay ushered a new era of e-commerce. Later in the decade, dot-com businesses grew quickly (but a crash was coming in March 2000.)īig tech IPOs included Yahoo and Netscape. “Casual Friday” came on to the scene, where on the last day of the workweek, employees would shed their typical suits and dresses in favor of jeans, chinos, and sneakers. "Office Space” debuted in 1999 and humorously brought this idea to life, satirizing the banal, everyday work of office denizens and their incompetent, overbearing bosses.Īs the New York Times reported, “Companies that fail to factor in quality-of-employee-life issues when imposing total quality management or 're-engineering' or any other of the competitiveness-enhancing, productivity-improving schemes now popular may gain little but a view of the receding backs of their best people leaving for friendlier premises.” Employees increasingly had doubts about the value of long-term company loyalty and started putting their own needs and interests above their employers'.
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