Category Archives: Educational Tools

BAD EGGS in the Classroom

BAD EGGS everywhereBAD EGGS in the classroom

By Harry H. Holdorf


Student Case Log

Student Case Log
By: Harry H. Holdorf

Student Case Log Key:

  • O = Observe
  • P= Participate
  • C= Complete


Radiography Powerpoint

Radiography 1-2-3 Presentation
By: Harry H. Holdorf


This presentation covers the following topics regarding Radiography:

  • Historical Background
  • Indications for When to Order
  • Risks of Radiography
  • Benefits of Radiography
  • A Patient Being Put Through the Test: The Role of Ultrasonography In The Evaluation of Maxillary Sinusitis In Pediatrics

Radiation Therapy Powerpoint

Radiation Therapy 1-2-3 Presentation
By: Harry H. Holdorf

radiation therapy

This presentation covers the following topics regarding Radiation Therapy:

  • Historical Background
  • Indications for When to Order
  • Indications for When Used
  • Risks of Radiation Therapy
  • Benefits of Radiation Therapy
  • A Patient Being Put Through the Test: Steps for Ultrasound Examination of Tumors in Breast Cancer Patients involved in the Case Study

Cesarean Scar Pregnancy Powerpoint

Cesarean Scar Pregnancy Presentation
By: Harry H. Holdorf


  • What Is It?
    • Pregnancy sac located on the scar of a previous cesarean delivery
    • Diagnosis is difficult
    • False diagnosis can lead to hysterectomy or major
    • Incidence ranges 1 per 8000 and 1 per 2500 cesarean deliveries
  • Possible Risk Factors
    • Pregnancy occurring within 1 year of a cesarean delivery or after the first cesarean delivery
    • Previous abortions
    • Late diagnosis results in a more invasive method of termination
    • Possible scenario : reoccurring cesarean pregnancy or normal routine pregnancy
  • Common Case Descriptions
    • No discomfort, abdominal pain or vaginal bleeding
    • Experienced amenorrhea
    • Quick recovery time
      • ex: patient discharged hours later with no complications
  • Effective Diagnosis and Treatment
    • Transvaginal sonography most sufficient diagnostic tool
    • Less used diagnostic methods : MRI and hysteroscopy
    • Suction curettage most effective treatment in early cesarean pregnancy
  • Conclusion
    • Cesarean scar pregnancy has become a more serious problem in the last 10 years
    • Not enough time and research has been conducted in order to provide accurate risk factors, diagnostic methods or treatment methods
    • Over time research with larger case series can help determine these unknown factors

Six Sigma – White Belt Training (Presentation & Test)

Six Sigma White Belt Training
By: Harry H. Holdorf


This Powerpoint presentation addresses the fact that all health care workers and students should hold a Six Sigma White Belt.

  • Six Sigma White Belt training is designed to provide knowledge to all health care staff and students to help identify waste and other process improvement opportunities.
  • While we cannot initiate a project or process changes ourselves, the training/certification is meant to provide us with the background to identify opportunities that we should then bring to our managers as suggestions for improvements.

Six Sigma White Belt Test
You can find the answers to this test in the password-protected “Student” page on this website.

  1. The following Process Improvement Methodologies are used in many Health Care facilities
    1. DMAIC
    2. PDCA
    3. LEAN
    4. All of the above
  2. Registering our patients is a Value Added activity. T or F
  3. Process Improvement promotes most Health Care Values. T or F
  4. All that are listed below are Wastes, EXCEPT:
    1. Transportation
    2. Waiting
    3. Measurement
    4. Over-production
  5. If you have an idea about how to make things better, you should
    1. Talk to your supervisor about your idea and ask them if you can JUST DO IT.
    2. Keep it to yourself; you won’t be allowed to do it anyway.
    3. Schedule a Work Out session to see if everyone likes your idea
  6. Which of these are Key Improvement Initiatives for a typical health care system?
    1. Length of Stay (LOS) & Capacity Management
    2. National Patient Safety Goals (NPSG) & Joint Commission
    3. Patient Satisfaction & Department Specific Goals
    4. A and C only
    5. All of the above
  7. Most health care facilities do not post performance metrics about how they are doing on their Key Initiatives. T or F
  8. There is usually only one version of a Process Map. T or F
  9. People do not change their behavior in response to being measured. T or F
  10. If you are performing at 99% effectiveness, you are doing better than Six Sigma. T or F
  11. Who can have an impact on the success of a health care facility?
    1. Patients and their families
    2. Senior Administration
    3. Hospital Staff
    4. Department Heads
    5. A, B, and D only
    6. All of the above
  12. If we want to do a project to try to make things better in our department, we could:
    1. Contact a Process Improvement Specialist for guidance
    2. Make sure we can measure our performance to know if our change had an impact
    3. Communicate with other areas that could be impacted if we make a change
    4. Work as a team to figure out what we can try as a project
    5. All of the above

The Peter Principle Management Theory

Don’t be the meat in the Peter Principle Sandwich:
Peter Principle Theory

By: Harry H. Holdorf

The Peter Principle is a management theory in which the selection of a candidate’s performance is based on the candidate’s performance in their CURRENT role rather than on abilities relevant to the intended role.

HENCE, employees only stop being promoted once they can no longer perform effectively, and…

“Managers rise to the level of their incompetence.”                                                                                                                -Raymond Hull

“A gentle answer turns away wrath, but a harsh word stirs up anger”                                                                                                                -Solomon

Good Leadership practices seem to evaporate in the air when those promoted into lofty positions are faced with making decisions that they exclusively own.

How does true leadership work? It is not generated by your title. In fact, being named to a position is the lowest of the levels every effective leader achieves.

To be more than a boss that people are required to follow, the successful leader must master the ability to inspire and invest in people. You need to build a team that produces not only results, but also future leaders.

With skill and dedication, you can reach the pinnacle of leadership-where your influence extends beyond your immediate reach for the benefit of others.

The levels of leadership are the following:

  • FIRST LEVEL: You have reached a position in which people follow you because they have to. If not for these rights, people may choose not to follow you.
  • SECOND LEVEL: People now follow you because they want to. You have developed a relationship with your team: they have permission to follow you and they choose to do so.
  • THIRD LEVEL: People follow you because of what you have done for the organization. You have produced results and how have some street cred.
  • FORTH LEVEL: People will follow you for what you have done for them. You have lifted them up, and they are grateful.
  • FIFTH LEVEL: You have reached the APEX of a desired management style. People follow you because of who you are and what you represent. THEY RESPECT YOU!!!

Question: What’s the difference between a GO-GETTER and an OVER-REACHER?

Answer: Go –Getters know their limits: Over-reachers don’t.

I have always been an advocate of saying YES if asked to do something. Why?  They usually will only ask you once, and if you say no to one thing, you probably won’t be asked to do anything else.

REGARDLESS, know when to say NO. Perform an honest self audit. Ask yourself, ‘can I really do this job?’

Don’t be the meat in the Peter Principle sandwich. It does not taste so good…