The Danger of an Attack on Piracy Online

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The Danger of an Attack on Piracy Online

By invoking the acronym SOPA right at the get-go, I may be daring many of you to check the next column over for something a little less chewy. After all, SOPA, which stands for Stop Online Piracy Act, sounds like a piece of arcane Internet government regulation — legislation that entertainment companies desperately care about and that leaves Web nation and free-speech crusaders frothing at the mouth. The rest of us? What were we talking about again?


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SOPA deals with technical digital issues that may seem to be a sideshow but could become crucial to American media and technology businesses and the people who consume their products. The legislation is the rare broadly bipartisan piece of apple pie. The House Judiciary Committee is expected to resume hearings on it this month and all indications are that it will approve the measure, setting up a vote in the full chamber. The Senate is also expected to vote on its own version of the bill when it returns from the holiday break.
Virtually every traditional media company in the United States loudly and enthusiastically supports SOPA, but that doesn’t mean it’s good for the rest of us. The open consumer Web has been a motor of American innovation and the attempt to curtail some of its excesses could throw sand in the works of a big machine on which we have all come to rely.
Rather than launch into a long-winded argument about why the legislation is a bad idea — it is, as currently written — I thought it might be worthwhile to boil SOPA down into a series of questions.
A NONEXISTENT PROBLEM? Hardly. Regardless of what Web evangelists tell you, SOPA is an effort to get at the very real problem of rogue Web sites — most operating from overseas — offering illicit downloads of movies, music and more. The Motion Picture Association of America cites figures saying that piracy costs the United States $58 billion annually.
Mark Elliot, an executive from the U.S. Chamber of Commerce, said in a letter to The New York Times that such piracy threatened 19 million American jobs. Those figures surely include some politically motivated hyperbole, but anybody who has spent time around a twentysomething consumer knows that piracy is a thorny fact of life for content companies.
In an effort to stanch the flow, on Oct. 26 Representative Lamar Smith, Republican of Texas, introduced the legislation that has come to be known as SOPA. The Senate version,called the Protect IP Act, is seen by tech companies as less onerous because it targets domain name providers and ad networks and not Internet service providers. Both bills seek to create remedies to pirated content because most of the foreign-based sites operate outside of the United States’ legal system.
WOULD IT FIX THE PROBLEM? Probably not, and even if it made some progress toward reining in rogue sites, the collateral damage would be significant. Under the terms of each proposed bill, the federal Department of Justice, as well as copyright holders, could seek a court order against a Web site that illegally hosts copyrighted content and then wall off the site permanently.
Under the House version, private companies would be allowed to sue Internet service providers for hosting content that they say infringes on copyright. That represents a very big change in the current law as codified in the Digital Millennium Copyright Act, which grants immunity to Web sites as long as they act in good faith to take down infringing content upon notification.
WHY ALL THE ALARM? The bill has exposed a growing fracture between technology and entertainment companies. Digitally oriented companies see SOPA as dangerous and potentially destructive to the open Web and a step toward the kind of intrusive Internet regulation that has made China a global villain to citizens of the Web.
Entertainment companies think that technology companies are aiding and abetting thieves on a broad scale, but the legislation is alarming in its reach, potentially creating a blacklist of sites and taking aim at others for unknowingly hosting a small fraction of copyrighted material. In a joint letter to Congress, Google, Facebook, Twitter, AOL, Yahoo, eBay and many other companies made it clear that they perceived a broader threat in the effort to thwart pirate sites.
“We support the bills’ stated goals — providing additional enforcement tools to combat foreign ‘rogue’ Web sites that are dedicated to copyright infringement or counterfeiting,” the letter read, which was published in a full page ad in The Times.
“Unfortunately, the bills as drafted would expose law-abiding U.S. Internet and technology companies to new uncertain liabilities, private rights of action and technology mandates that would require monitoring of Web sites.”
Laurence H. Tribe, the noted First Amendment lawyer, said in an open letter on the Web that SOPA would “undermine the openness and free exchange of information at the heart of the Internet. And it would violate the First Amendment.”
You can see why big Internet guys are upset by SOPA. Maybe you and I should be, too.
WHY THE POLITICAL SUPPORT? Various amendments intended to tone down SOPA or limit its damage were voted down by large majorities in the House Judiciary Committee in mid-December, an indication that the indignation of various constituencies on the Web is having little impact.
That’s partly because entertainment companies have deep and long-lasting relationships inside the Beltway. Maplight, a site that researches the influence of money in politics, reported that the 32 sponsors of the legislation received four times as much in contributions from the entertainment industry as they did from software and Internet companies.
There is also a cultural divide at work, according to Yancey Strickler, one of the founders of Kickstarter, a Web site that helps raise funds for creative projects, and a critic of SOPA.
“The schism between content creators and platforms like Kickstarter, Tumblr and YouTube is generational,” he wrote in an e-mail. “It’s people who grew up on the Web versus people who still don’t use it. In Washington, they simply don’t see the way that the Web has completely reconfigured society across classes, education and race. The Internet isn’t real to them yet.”
The debate has highlighted how little Congress knows about the Internet they are proposing to re-tool. In a piece often cited on the Web, the computer culture journalist Joshua Kopstein watched the debate in Congress in which members bragged about their online ignorance, and he wrote an open letter on the technology Web site Motherboard titled, “Dear Congress, It’s No Longer O.K. to Not Know How the Internet Works.”
Whether they know what they are doing or not, lawmakers seem intent on moving forward.
Congressional supporters of piracy legislation have been in a big hurry because the Web is starting to come alive with opposition — nearly 90,000 Tumblr users have phoned members of Congress and more than a million people have signed an online petitionprotesting the legislation.
Last week, in a much talked about blog post, Declan McCullagh of CNet speculated thateven though big Web companies like Google, Amazon and Facebook are outgunned in terms of political connections, they have the capability to turn their sites into billboards denouncing SOPA and utilizing their close, constant relationship with consumers.
I like my movies (and music and television) as much as the next couch potato, probably more. And I wouldn’t steal content for any reason, in part because I make a living generating a fair amount of it. But it’s worth remembering that the film industry initially opposed the video cassette recorder and the introduction of DVDs, platforms that became very lucrative businesses for them and remarkable conveniences for the rest of us.
Given both Congress’s and the entertainment industry’s historically wobbly grasp of technology, I don’t think they should be the ones re-engineering the Internet. The rest of us might have to just hold our noses and learn enough about SOPA to school them in why it’s a bad idea.

This article has been revised to reflect the following correction:
Correction: January 5, 2012
The Media Equation column on Monday, about legislative measures to curb online piracy, misspelled the surname of a founder of the Web site Kickstarter, who commented on the effort. He is Yancey Strickler, not Stickler.

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After months of hard, collaborative work, just published the first version of the open access guide for pharma about using social media. While drug companies, healthcare professionals and e-patients wait for FDA guidelines on social media, with an expert crowd we created our own guidelines to serve as a basis for more detailed, extended guides.

You can download the PDF (14 pages) here!

Please feel free to download it, share it with your colleagues and join us to create an even more sophisticated second version which we can submit to the FDA. Give us feedback on Twitter through#pharmaSMguide!

The original Google Docs document contains more details, negative and positive social media-related pharma case studies as well.

Best regards,

Dr. Bertalan Mesko

Managing director and founder
Webicina LLC
Twitter: Berci

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Global Revolution

united states currency seal - IMG_7366_webImage by kevindean via Flickr

Meanwhile thousands of people are being arrested for the police department of several cities all across United States, people who belongs to the so called “we are the 99”, you will able to see that the streaming since Spain has been cut, we don´t know why, or who orders this. The so called democracy in the western hemisphere is being under the control of the powerful corporation who represents less than this 99%. If you feel like them spread the world,  whatever, whenever,  facebook, google plus, twitter, digg, just spread the world. This is the image of 10 minutes ago in Plaza del Sol, Spain.

Imagine of Sol at 6:18 GMT

Cochrane Neonatal Group: revisiones sistemáticas aliadas para el mejor cuidado de los prematuros

Cochrane Neonatal Group: revisiones sistemáticas aliadas para el mejor cuidado de los prematuros

Fuente: Pediatria Basada en Pruebas.

The Cochrane Collaboration (CC) se autodefine como una organización internacional sin ánimo de lucro cuya misión es ayudar en la toma de decisiones en materia de salud proveyendo la mejor información disponible. El objetivo de la CC es analizar, mantener y divulgar revisiones sistemáticas (RS) de los efectos de la asistencia sanitaria por medio de ensayos clínicos (y, si no estuvieren disponibles ensayos clínicos, revisiones de la evidencia más fiable derivada de otras fuentes).

Las RS de CC se publican en The Cochrane Library. Actualmente están disponibles alrededor de 4.600 RS (y unos 2.000 protocolos), que experimentan un continuocrecimiento cada año. El factor de impacto de Cochrane Database of Systematic Reviews (CDSR), la base de datos de RS en The Cochrane Library, es 6,186 en el año 2010.

Un elemento fundamental en la organización de CC radica en el establecimiento de grupos colaboradores de revisión (Collaborative Review Groups, CRG). En la CC cada revisor es miembro del CRG, que está formado por profesionales de distintas disciplinas que comparten un interés específico sobre un tema determinado. Estos CRG no coinciden necesariamente con las especialidades médicas tradicionales, sino que están dirigidos a problemas o conjuntos de afecciones específicas. Los CRG son actualmente 50; de éstos, los que tradicionalmente cuentan con una mayor actividad están relacionados con la perineonatología, concretamente Cochrane Pregnancy and Childbirth y Cochrane Neonatal Group. De hecho, es conocido que el logotipo de CC refleja una RS perineonatológica: el tratamiento con corticoesteroides en mujeres gestantes con amenaza de parto prematuro.

En el momento actual Cochrane Neonatal Group tiene publicadas 280 RS. Los 5 temas prioritarios son: infección neonatal (44 RS), ventilación mecánica (37 RS), alimentación en el recién nacido de bajo peso (33 RS), síndrome de distrés respiratorio (24 RS) y displasia broncopulmonar (19 RS).
Realizamos un análisis bibliométrico de la RS del Cochrane Neonatal Group en el año 2003 (ver artículo anexo), que nos permitió conocer la dinámica de este activo CRG. Al comparar estos resultados, comprobamos que en estos 7 años el número de RS se ha duplicado y que las patologías asociadas al recién nacido prematuro y/o menor de 1500 gramos siguen siendo prioritarias. Y las actualizaciones y novedades son continuas. Como ejemplo estas dos recientes RS sobre dos intervenciones (pentoxifilinalactoferrina oral) para la sepsis y enterocolitis necrotizante.

La CC es una gran aliada para la toma de decisiones basada en pruebas en neonatología. La CC se ha convertido en un recurso indispensable en los cuidados del prematuro, para obtener mejor resultados en salud, con un mejor cociente beneficios-riesgos-costes. Una excelente fuente de información que conviene recordar en vísperas del Día del Niño Prematuro, que se celebrará mañana.

Cochrane Neonatal Group: revisiones sistemáticas aliadas para el mejor cuidado de los prematuros

Web 2.0 y medicina en español

Hoy, miércoles 26 de octubre tendrá lugar en El Escorial las VII Jornadas MEDES-MEdicina en ESpañol 2011, cuyo tema este año versa sobre “Web 2.0 y medicina en español”, de cuyo programa ya hablamos en este blog hace un mes.

Como no podía ser de otra forma, en un reunión que se hable sobre comunicación en la red a través de la Web social, contaremos con acceso en línea para la retransmisión en directo de dicha Jornada. Y también estaremos en Twitter a través del hashtag: #medes2.0.
Cristóbal y yo estaremos allí en representación de la revista Evidencias en Pediatría y de nuestros servicios anexos en la web 2.0 (este blog y nuestros vínculos en Facebook y Twitter). Os esperamos. Y nos vemos el miércoles en la red, si así lo deseais y os conectáis a las Jornadas.

En la información anexa se explica la forma de realizar el acceso a la retransmisión en directo de la Jornada por internet. Este es un ejemplo más de las ventajas que nos ofrece la red: que la distancia deja de ser un hándicap para estar presente en las reuniones científicas.

Twitter y #SIAP: Seminario Internacional de Atención Primaria

Social Networks Hype CycleImage by fredcavazza via FlickrA quienes quieran ver los tuiters del seminario internacional de atención primaria de Barcelona, la semana pasada, los pueden seguir desde
A los muchos que no conocen twitter, en solo 140 caracteres se intenta llamar la atención sobre algo que nos resultó interesante, o mandar un mensaje. Y en general los temas que abarcan un mismo tema se los señala con el símbolo # , en este caso fue #SIAP.

Steve Jobs has died

Steve Jobs at the WWDC 07Image via Wikipedia

Steve Jobs has died. From the NYT

Steven P. Jobs, the visionary co-founder of Apple who helped usher in the era of personal computers and then led a cultural transformation in the way music, movies and mobile communications were experienced in the digital age, died Wednesday. He was 56.

    Jobs’s Stanford Address, 2005: Video Video ( | Text

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The death was announced by Apple, the company Mr. Jobs and his high school friend Stephen Wozniak started in 1976 in a suburban California garage.
Mr. Jobs had waged a long and public struggle with cancer, remaining the face of the company even as he underwent treatment. He continued to introduce new products for a global market in his trademark blue jeans even as he grew gaunt and frail.
He underwent surgery for pancreatic cancer in 2004, received a liver transplant in 2009 and took three medical leaves of absence as Apple’s chief executive before stepping down in August and turning over the helm to Timothy D. Cook, the chief operating officer. When he left, he was still engaged in the company’s affairs, negotiating with another Silicon Valley executive only weeks earlier.
“I have always said that if there ever came a day when I could no longer meet my duties and expectations as Apple’s C.E.O., I would be the first to let you know,” Mr. Jobs said in a letter released by the company. “Unfortunately, that day has come.”
By then, having mastered digital technology and capitalized on his intuitive marketing sense, Mr. Jobs had largely come to define the personal computer industry and an array of digital consumer and entertainment businesses centered on the Internet. He had also become a very rich man, worth an estimated $8.3 billion.
Eight years after founding Apple, Mr. Jobs led the team that designed the Macintosh computer, a breakthrough in making personal computers easier to use. After a 12-year separation from the company, prompted by a bitter falling-out with his chief executive, John Sculley, he returned in 1997 to oversee the creation of one innovative digital device after another — the iPod, the iPhone and the iPad. These transformed not only product categories like music players and cellphones but also entire industries, like music and mobile communications.
During his years outside Apple, he bought a tiny computer graphics spinoff from the director George Lucas and built a team of computer scientists, artists and animators that became Pixar Animation Studios.
Starting with “Toy Story” in 1995, Pixar produced a string of hit movies, won several Academy Awards for artistic and technological excellence, and made the full-length computer-animated film a mainstream art form enjoyed by children and adults worldwide.

Mr. Jobs was neither a hardware engineer nor a software programmer, nor did he think of himself as a manager. He considered himself a technology leader, choosing the best people possible, encouraging and prodding them, and making the final call on product design.
It was an executive style that had evolved. In his early years at Apple, his meddling in tiny details maddened colleagues, and his criticism could be caustic and even humiliating. But he grew to elicit extraordinary loyalty.
“He was the most passionate leader one could hope for, a motivating force without parallel,” wrote Steven Levy, author of the 1994 book “Insanely Great,” which chronicles the creation of the Mac. “Tom Sawyer could have picked up tricks from Steve Jobs.”
“Toy Story,” for example, took four years to make while Pixar struggled, yet Mr. Jobs never let up on his colleagues. “‘You need a lot more than vision — you need a stubbornness, tenacity, belief and patience to stay the course,” said Edwin Catmull, a computer scientist and a co-founder of Pixar. “In Steve’s case, he pushes right to the edge, to try to make the next big step forward.”
Mr. Jobs was the ultimate arbiter of Apple products, and his standards were exacting. Over the course of a year he tossed out two iPhone prototypes, for example, before approving the third, and began shipping it in June 2007.

To his understanding of technology he brought an immersion in popular culture. In his 20s, he dated Joan Baez; Ella Fitzgerald sang at his 30th birthday party. His worldview was shaped by the ’60s counterculture in the San Francisco Bay Area, where he had grown up, the adopted son of a Silicon Valley machinist. When he graduated from high school in Los Altos in 1972, he said, ”the very strong scent of the 1960s was still there.”
After dropping out of Reed College, a stronghold of liberal thought in Portland, Ore., in 1972, Mr. Jobs led a countercultural lifestyle himself. He told a reporter that taking LSD was one of the two or three most important things he had done in his life. He said there were things about him that people who had not tried psychedelics — even people who knew him well, including his wife — could never understand.
Decades later he flew around the world in his own corporate jet, but he maintained emotional ties to the period in which he grew up. He often felt like an outsider in the corporate world, he said. When discussing the Silicon Valley’s lasting contributions to humanity, he mentioned in the same breath the invention of the microchip and “The Whole Earth Catalog,” a 1960s counterculture publication.
Apple’s very name reflected his unconventionality. In an era when engineers and hobbyists tended to describe their machines with model numbers, he chose the name of a fruit, supposedly because of his dietary habits at the time.
Coming on the scene just as computing began to move beyond the walls of research laboratories and corporations in the 1970s, Mr. Jobs saw that computing was becoming personal — that it could do more than crunch numbers and solve scientific and business problems — and that it could even be a force for social and economic change. And at a time when hobbyist computers were boxy wooden affairs with metal chassis, he designed the Apple II as a sleek, low-slung plastic package intended for the den or the kitchen. He was offering not just products but a digital lifestyle.
He put much stock in the notion of “taste,” a word he used frequently. It was a sensibility that shone in products that looked like works of art and delighted users. Great products, he said, were a triumph of taste, of “trying to expose yourself to the best things humans have done and then trying to bring those things into what you are doing.”
Regis McKenna, a longtime Silicon Valley marketing executive to whom Mr. Jobs turned in the late 1970s to help shape the Apple brand, said Mr. Jobs’s genius lay in his ability to simplify complex, highly engineered products, “to strip away the excess layers of business, design and innovation until only the simple, elegant reality remained.”
Mr. Jobs’s own research and intuition, not focus groups, were his guide. When asked what market research went into the iPad, Mr. Jobs replied: “None. It’s not the consumers’ job to know what they want.”
Early Interests
Steven Paul Jobs was born in San Francisco on Feb. 24, 1955, and put up for adoption by his biological parents, Joanne Carole Schieble and Abdulfattah Jandali, a graduate student from Syria who became a political science professor. He was adopted by Paul and Clara Jobs.
The elder Mr. Jobs, who worked in finance and real estate before returning to his original trade as a machinist, moved his family down the San Francisco Peninsula to Mountain View and then to Los Altos in the 1960s.
Mr. Jobs developed an early interest in electronics. He was mentored by a neighbor, an electronics hobbyist, who built Heathkit do-it-yourself electronics projects. He was brash from an early age. As an eighth grader, after discovering that a crucial part was missing from a frequency counter he was assembling, he telephoned William Hewlett, the co-founder of Hewlett-Packard. Mr. Hewlett spoke with the boy for 20 minutes, prepared a bag of parts for him to pick up and offered him a job as a summer intern.
Mr. Jobs met Mr. Wozniak while attending Homestead High School in neighboring Cupertino. The two took an introductory electronics class there.
The spark that ignited their partnership was provided by Mr. Wozniak’s mother. Mr. Wozniak had graduated from high school and enrolled at the University of California, Berkeley, when she sent him an article from the October 1971 issue of Esquire magazine. The article, “Secrets of the Little Blue Box,” by Ron Rosenbaum, detailed an underground hobbyist culture of young men known as phone phreaks who were illicitly exploring the nation’s phone system.
Mr. Wozniak shared the article with Mr. Jobs, and the two set out to track down an elusive figure identified in the article as Captain Crunch. The man had taken the name from his discovery that a whistle that came in boxes of Cap’n Crunch cereal was tuned to a frequency that made it possible to make free long-distance calls simply by blowing the whistle next to a phone handset.
Captain Crunch was John Draper, a former Air Force electronic technician, and finding him took several weeks. Learning that the two young hobbyists were searching for him, Mr. Draper appeared one day in Mr. Wozniak’s Berkeley dormitory room. Mr. Jobs, who was still in high school, had traveled to Berkeley for the meeting. When Mr. Draper arrived, he entered the room saying simply, “It is I!”
Based on information they gleaned from Mr. Draper, Mr. Wozniak and Mr. Jobs later collaborated on building and selling blue boxes, devices that were widely used for making free — and illegal — phone calls. They raised a total of $6,000 from the effort.
After enrolling at Reed College in 1972, Mr. Jobs left after one semester, but remained in Portland for another 18 months auditing classes. In a commencement address given at Stanford in 2005, he said he had decided to leave college because it was consuming all of his parents’ savings.
Leaving school, however, also freed his curiosity to follow his interests. “I didn’t have a dorm room,” he said in his Stanford speech, “so I slept on the floor in friends’ rooms, I returned Coke bottles for the 5-cent deposits to buy food with, and I would walk the seven miles across town every Sunday night to get one good meal a week at the Hare Krishna temple. I loved it. And much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on.”
He returned to Silicon Valley in 1974 and took a job there as a technician at Atari, the video game manufacturer. Still searching for his calling, he left after several months and traveled to India with a college friend, Daniel Kottke, who would later become an early Apple employee. Mr. Jobs returned to Atari that fall. In 1975, he and Mr. Wozniak, then working as an engineer at H.P., began attending meetings of the Homebrew Computer Club, a hobbyist group that met at the Stanford Linear Accelerator Center in Menlo Park, Calif. Personal computing had been pioneered at research laboratories adjacent to Stanford, and it was spreading to the outside world.
“What I remember is how intense he looked,” said Lee Felsenstein, a computer designer who was a Homebrew member. “He was everywhere, and he seemed to be trying to hear everything people had to say.”
Mr. Wozniak designed the original Apple I computer simply to show it off to his friends at the Homebrew. It was Mr. Jobs who had the inspiration that it could be a commercial product.
In early 1976, he and Mr. Wozniak, using their own money, began Apple with an initial investment of $1,300; they later gained the backing of a former Intel executive, A. C. Markkula, who lent them $250,000. Mr. Wozniak would be the technical half and Mr. Jobs the marketing half of the original Apple I Computer. Starting out in the Jobs family garage in Los Altos, they moved the company to a small office in Cupertino shortly thereafter.
In April 1977, Mr. Jobs and Mr. Wozniak introduced Apple II at the West Coast Computer Faire in San Francisco. It created a sensation. Faced with a gaggle of small and large competitors in the emerging computer market, Apple, with its Apple II, had figured out a way to straddle the business and consumer markets by building a computer that could be customized for specific applications.
Sales skyrocketed, from $2 million in 1977 to $600 million in 1981, the year the company went public. By 1983 Apple was in the Fortune 500. No company had ever joined the list so quickly.
The Apple III, introduced in May 1980, was intended to dominate the desktop computer market. I.B.M. would not introduce its original personal computer until 1981. But the Apple III had a host of technical problems, and Mr. Jobs shifted his focus to a new and ultimately short-lived project, an office workstation computer code-named Lisa.
An Apocalyptic Moment
By then Mr. Jobs had made his much-chronicled 1979 visit to Xerox’s research center in Palo Alto, where he saw the Alto, an experimental personal computer system that foreshadowed modern desktop computing. The Alto, controlled by a mouse pointing device, was one of the first computers to employ a graphical video display, which presented the user with a view of documents and programs, adopting the metaphor of an office desktop.
“It was one of those sort of apocalyptic moments,” Mr. Jobs said of his visit in a 1995 oral history interview for the Smithsonian Institution. “I remember within 10 minutes of seeing the graphical user interface stuff, just knowing that every computer would work this way someday. It was so obvious once you saw it. It didn’t require tremendous intellect. It was so clear.”
In 1981 he joined a small group of Apple engineers pursuing a separate project, a lower-cost system code-named Macintosh. The machine was introduced in January 1984 and trumpeted during the Super Bowl telecast by a 60-second commercial, directed by Ridley Scott, that linked I.B.M., by then the dominant PC maker, with Orwell’s Big Brother.
A year earlier Mr. Jobs had lured Mr. Sculley to Apple to be its chief executive. A former Pepsi-Cola chief executive, Mr. Sculley was impressed by Mr. Jobs’s pitch: “Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?”
He went on to help Mr. Jobs introduce a number of new computer models, including an advanced version of the Apple II and later the Lisa and Macintosh desktop computers. Through them Mr. Jobs popularized the graphical user interface, which, based on a mouse pointing device, would become the standard way to control computers.
But when the Lisa failed commercially and early Macintosh sales proved disappointing, the two men became estranged and a power struggle ensued, and Mr. Jobs lost control of the Lisa project. The board ultimately stripped him of his operational role, taking control of the Lisa project away from, and 1,200 Apple employees were laid off. He left Apple in 1985.
“I don’t wear the right kind of pants to run this company,” he told a small gathering of Apple employees before he left, according to a member of the original Macintosh development team. He was barefoot as he spoke, and wearing blue jeans.
That September he announced a new venture, NeXT Inc. The aim was to build a workstation computer for the higher-education market. The next year, the Texas industrialist H. Ross Perot invested $20 million in the effort. But it did not achieve Mr. Jobs’s goals.
Mr. Jobs also established a personal philanthropic foundation after leaving Apple but soon had a change of heart, deciding instead to spend much of his fortune — $10 million — on acquiring Pixar, a struggling graphics supercomputing company owned by the filmmaker George Lucas.
The purchase was a significant gamble; there was little market at the time for computer-animated movies. But that changed in 1995, when the company, with Walt Disney Pictures, released “Toy Story.” That film’s box-office receipts ultimately reached $362 million, and when Pixar went public in a record-breaking offering, Mr. Jobs emerged a billionaire. In 2006, the Walt Disney Company agreed to purchase Pixar for $7.4 billion. The sale made Mr. Jobs Disney’s largest single shareholder, with about 7 percent of the company’s stock.
His personal life also became more public. He had a number of well-publicized romantic relationships, including one with the folk singer Joan Baez, before marrying Laurene Powell. In 1996, a sister, the novelist Mona Simpson, threw a spotlight on her relationship with Mr. Jobs in the novel “A Regular Guy.” The two did not meet until they were adults. The novel centered on a Silicon Valley entrepreneur who bore a close resemblance to Mr. Jobs. It was not an entirely flattering portrait. Mr. Jobs said about a quarter of it was accurate.
“We’re family,” he said of Ms. Simpson in an interview with The New York Times Magazine. “She’s one of my best friends in the world. I call her and talk to her every couple of days.”
His wife and Ms. Simpson survive him, as do his three children with Ms. Powell, his daughters Eve Jobs and Erin Sienna Jobs and a son, Reed; another daughter, Lisa Brennan-Jobs, from a relationship with Chrisann Brennan; and another sister, Patti Jobs.
Return to Apple
Beginning in 1986, Mr. Jobs refocused NeXT from the education to the business market and dropped the hardware part of the company, deciding to sell just an operating system. Although NeXT never became a significant computer industry player, it had a huge impact: a young programmer, Tim Berners-Lee, used a NeXT machine to develop the first version of the World Wide Web at the Swiss physics research center CERN in 1990.
In 1996, after unsuccessful efforts to develop next-generation operating systems, Apple, with Gilbert Amelio now in command, acquired NeXT for $430 million. The next year, Mr. Jobs returned to Apple as an adviser. He became chief executive again in 2000.
Shortly after returning, Mr. Jobs publicly ended Apple’s long feud with its archival Microsoft, which agreed to continue developing its Office software for the Macintosh and invested $150 million in Apple.
Once in control of Apple again, Mr. Jobs set out to reshape the consumer electronics industry. He pushed the company into the digital music business, introducing first iTunes and then the iPod MP3 player. The music arm grew rapidly, reaching almost 50 percent of the company’s revenue by June 2008.
In 2005, Mr. Jobs announced that he would end Apple’s business relationship with I.B.M. and Motorola and build Macintosh computers based on Intel microprocessors.
By then his fight with cancer was publicly known. Apple had announced in 2004 that Mr. Jobs had a rare but curable form of pancreatic cancer and that he had undergone successful surgery. Four years later, questions about his health returned when he appeared at a company event looking gaunt. Afterward, he said he had suffered from a “common bug.” Privately, he said his cancer surgery had created digestive problems but insisted they were not life-threatening.
Apple began selling the iPhone in June 2007. Mr. Jobs’s goal was to sell 10 million of the handsets in 2008, equivalent to 1 percent of the global cellphone market. The company sold 11.6 million.
Although smartphones were already commonplace, the iPhone dispensed with a stylus and pioneered a touch-screen interface that quickly set the standard for the mobile computing market. Rolled out with much anticipation and fanfare, iPhone rocketed to popularity; by end of 2010 the company had sold almost 90 million units.
Although Mr. Jobs took just a nominal $1 salary when he returned to Apple, his compensation became the source of a Silicon Valley scandal in 2006 over the backdating of millions of shares of stock options. But after a company investigation and one by the Securities and Exchange Commission, he was found not to have benefited financially from the backdating and no charges were brought.
The episode did little to taint Mr. Jobs’s standing in the business and technology world. As the gravity of his illness became known, and particularly after he announced he was stepping down, he was increasingly hailed for his genius and true achievement: his ability to blend product design and business market innovation by integrating consumer-oriented software, microelectronic components, industrial design and new business strategies in a way that has not been matched.
If he had a motto, it may have come from “The Whole Earth Catalog,” which he said had deeply influenced him as a young man. The book, he said in his commencement address at Stanford in 2005, ends with the admonition “Stay Hungry. Stay Foolish.”
“I have always wished that for myself,” he said.
Steve Lohr contributed reporting.

La noticia pudiera ir en otro lugar, creo que se merece estar aquí. 
Steve Jobs, fundador de Apple y creador de productos como el Mac, el iPod, el iPhone o el iMac ha fallecido a los 56 años, víctima de un cáncer de páncreas que le obligó el pasado agosto a dejar la máxima responsabilidad en la compañía de la manzana en uno de sus mejores momentos. 
La compañía norteamericana ha confirmado la noticia mediante un comunicado en su web. “La brillantez, la pasión y la energía de Steve fueron la fuente de incontables innovaciones que enriquecen y mejoran nuestras vidas. El mundo es enormemente mejor debido a Steve”, versa la nota. Además invitan a los internautas a dejar un mensaje de condolencia en la dirección de e-mail:
Jobs había superado un tumor de páncreas en 2004 y un trasplante de hígado. Pese a una mejoría inicial, en sus apariciones públicas cada vez se le veía más delgado. Finalemente el pasado mes de agosto había abandonado máxima dirección de la compañía. Precisamente éste martes su sucesor, Tim Cook, presentó el iPhone 4S en su primera key note como máximo responsable de la mítica compañía.

Compendio de Ruidos Cardiacos Compendio de ruidos cardiacos by rubenroa

Con las nuevas tecnologias, se nos presentan también nuevos desafios, en mi caso, hace ya unos años mi Littman pasó a ser digital, aunque por cierto ya quedó también quedó obsoleto porque las posibilidades de hacer un fonocardiograma se ven limitadas ya que los ordenadores empezaron a abandonar la lectora óptica. Aquí les muestro otra novedad, que sin duda ayuda, si es que todavia vale aquello de “tecnologias apropiadas” en atención primaria. Lo que si no tengo dudas, es que cada vez escucharemos más, y tendremos que re-aprender nuestra vieja semiologia.


El estetoscopio, ese símbolo de la medicina y herramienta inseparable de los facultativos, podría empezar a desparecer de los hospitales en todo el mundo con la llegada de una nueva aplicación para el iPhone.

Se trata del iStethoscope, un programa de software que cuesta menos de un dólar y que convierte al teléfono inteligente en un estetoscopio digital que permite controlar los latidos del corazón y otros ruidos del cuerpo humano, además de grabar las ondas de esos sonidos.

Según su creador, Peter Bentley, investigador de la Universidad de Londres, más de tres millones de médicos ya han descargado el iStethoscope.


Diagram of Unicast StreamingImage via Wikipedia


Salvador Casado y Juan Gérvas

Blog + Twitter + Facebook + Google plus

¿Dónde y cuándo?
La jornada tendrá lugar la mañana del sábado, de 9 a 15 horas, el sábado 22 de octubre de 2011 en la Escuela Nacional de Sanidad, Madrid (aparcamiento gratuito disponible).

¿Por qué?
   Porque tenemos la intuición de que es importante buscar nuevos lenguajes, nuevas formas de contar las cosas.
   Porque creemos que los profesionales sanitarios tenemos una responsabilidad para transmitir mensajes a la sociedad.
   Porque nuestra sociedad y nuestro tiempo es audiovisual y hay que aprender a usar la imagen, además de la palabra.
   Porque tenemos el talento y los medios para hacerlo.


  •    La jornada tendrá  un primer planteamiento general sobre técnica y ciencia (cómo hacerlo y qué transmitir), seguida de una actividad práctica de producción de vídeos y material audiovisual.
  •    El tiempo es ajustado, serán 4 horas de actividad a las que se suman un desayuno de trabajo y una comida de cierre de jornada. Cuidaremos la creación de contactos profesionales, comunicación y formación de redes.
  •    Se establecerán cuatro ejes temáticos de trabajo:
1. Mensajes a pacientes (promoción de la salud, información sanitaria, uso del sistema sanitario…)

2. Mensajes a profesionales sanitarios. (docencia no docente, formación continuada, evidencia científica, organización, prevención cuaternaria, valores clínicos…)

3. Mensajes a gestores sanitarios (aspectos de mejora, eficiencia, propuestas, calidad…)

4. Mensajes a estudiantes y residentes.(motivación, orientación, formación, docencia, manejo del tiempo clínico y de la incertidumbre, …

  •    Siguiendo la estela de los Seminarios de Innovación en Atención Primaria, habrá un trabajo previo en internet, básico para generar ideas y contenido. Este trabajo culminará el dia del encuentro y continuará posteriormente en internet donde se recogerán las conclusiones.
  •    La jornada es un espacio libre de humos industriales, no hay ningún tipo de patrocinio ni anunciante. La inscripción es gratuita pero obligatoria en la página web de la jornada. El coste de asistencia (que incluye desayuno y  comida de trabajo) es de 20 euros.


Asistirán profesionales sanitarios y no sanitarios. Estudiantes, médicos residentes, enfermeras, directivas sanitarias, periodistas, ingenieros, educadoras, fisioterapeutas, psicólogos, economistas, farmacéuticos y una larga lista de creadores y profesionales motivados.

Olga Navarro, Rosa Pérez y Fran Sánchez coordinan el grupo de trabajo virtual (Google)  al que se invita a todo participante. Todas las ideas son bienvenidas.

La jornada podrá ser seguida en Twitter: @videosysalud  Y con la etiqueta (hashtag) #videosysalud 

9:00 a 10:00 Inscripción, presentaciones y acogida
Se ofrecerá un desayuno de trabajo en la cafetería de la Escuela, en el que cuidaremos el networking.

Dada la brevedad de la jornada, cuidaremos al máximo la puntualidad.
10:00 a 11:00 Mesa de conferencias

Presentaciones de cinco minutos seguidas de diez minutos de debate. En esta jornada la audiencia tiene mucho que decir, la priorizamos.

1. Visual Thinking. Rafael Vilas. Fundador de i-con-i, especialista en ilustración y pensamiento creativo.

2. Consejos de Salud. Rosa Pérez. Diplomada en Enfermería, Licenciada en Antropología. Editora del blog de Rosa

3. Comunicación y salud. Juan Gérvas, médico general, profesor de Salud pública.

4. Lenguajes, paralenguajes, vídeos y salud. Salvador Casado, médico de familia.

11:00 a 12:00 Espacio de propuestas prácticas

Trabajo en pequeño grupo de 7 a 9 personas. Networking, generación de ideas, búsqueda de preguntas y de respuestas.

12:00 a 13:00 Grabación de vídeos.

Se realizará un trabajo práctico tantocon las propuestas prejornadas como con las del espacio anterior.
Imprescindible traer cámara, trípode, móvil, portatil y demás material que necesites.

13:00  a 14:00 Conclusiones finales.

Debate final, resumen de ideas y propuestas. Elaboración de conclusiones.

14:00 a 15:00 Comida de trabajo, despedida y cierre.

Participación virtual.

La jornada será emitida en abierto por video streaming enídeos-y-salud y tuiteada con el hashtag #videosysalud

Contamos con inscritos que nos seguirán desde otros países y regiones, con los que será posible comunicar.

El congreso de informadores sanitarios (ANIS) tendrá lugar al mismo tiempo en Granada. Habrá comunicación con el mismo.

Actividades sociales:

El viernes 21 a las 20:00 quedaremos en la Cervecería Santa Bárbara, (Plaza de Santa Bárbara) para tomar una tapa (unos 15 euros a escote) y charlar distendidamente.
El sábado 22 habrá comida de cierre de jornada tipo cóctel en la propia Escuela. Esta actividad forma parte de encuentro, como el desayuno de trabajo.

Mas información en nuestra página web:

Bifosfonatos y tratamiento

Fuente: Rincón Docente – Luis Lozano. 
Gracias al twitter de Ernesto Barrera comparto hoy en el blog un interesante artículo que ayuda a rellenar un vacío de conocimiento: cuando suspender el tratamiento con bifosfonatos.
Los puntos a destacar de la revisión son los siguientes:
  • Los bifosfonatos reducen el riesgo de fracturas por osteoporosis, tanto cadera como de columna.
  • Al igual que con cualquier medicamento, los bifosfonatos no se debe utilizar de manera indiscriminada. Están indicadas para pacientes con alto riesgo de fractura, especialmente aquellos con fracturas vertebrales o de un hueso de la cadera con densitometría en rango osteoporótico (Tscore menor de -2.5 ).
  • Hay poca evidencia para guiar a los médicos acerca de la duración del tratamiento con bisfosfonatos más allá de 5 años. Un estudio poco potente, no mostró diferencias en las tasas de fractura entre los que siguieron tomando el alendronato y aquellos que interrumpieron después de 5 años.
  • Se está acumulando evidencia sobre el riesgo de fracturas atípicas del fémur y que aumenta tras 5 años de uso de bisfosfonatos.
  • Medicamentos anabolizantes son necesarios, elúnica disponible actualmente es la teriparatida (Forteo), que se puede utilizar cuando las fracturas se producen a pesar de (o quizás debido a) el uso de bifosfonatos

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