Tim Bonnici

ICU Physician @uclh, ICU Family Liaison Team Lead, co-inventor of SEND and the EMAP real-time data platform, digital health researcher, human factors enthusiast

[ColostomyUK @ColostomyUK]

Have you seen our Anatomy Aprons?
A fantastic teaching tool for #stomacare nurses to educate people about the various kinds of stomas...or maybe you'd just like one for yourself!
https://t.co/CJuEmxFeyA

#Stoma #SCN #colostomy #ileostomy #urostomy #hemicolectomy #colectomy

[Tim Bonnici @TimBonnici]

@ClinicalRehab The link doesn’t work. It should be

https://t.co/nYq3T7Cnwr

[Hamel Husain @HamelHusain]

I started doing office hours on LLM evals and met with 8+ founders in the last 3 weeks. Common questions:

- Which components of our app do we start evaluating (RAG,tool calls, etc)?
- What metrics should I use?
- Where should I spend my time?

All have the same solution. LOOK AT THE DATA. What does this mean though?

It means look at your logs/traces - start with 30 or so. Start categorizing the errors and issues you see. Keep looking at logs and traces until you feel like you aren't learning anything new.

In the end, you will know where your biggest issues are. You prioritize those! You will also get a sense of what is most important to measure (and how).

That's it. Look at data, build evals and tests prioritized by patterns in the data. If you don't have data, generate synthetic inputs/interactions into your LLM application so you can generate data.

I didn't make this technique up fwiw. These are fundamentals of building machine learning systems and is often referred to as "Error Analysis". It is a fancy word for looking at data, categorizing errors, and then doing data analysis on those errors to understand what to prioritize and work on.

I've documented some of the office hours, and you can see in all cases the solution was performing error analysis. Here are links to those:

https://t.co/Z5CSGznzgP

[Tim Bonnici @TimBonnici]

@PJA72 Congratulations!

[Kyle Harrison @kwharrison13]

If you find yourself arguing that your company will win just because your product is better, you should staple this chart to your shirt.

[Zoe van Willigen @ZoeWilligen]

Such interesting work looking at symptoms on day 1 after ICU discharge - lots of reasons for funding downstream ICU recovery services…

#ICUrehab24Oslo

[Peter Nydahl @NydahlPeter]

Complex study design for cognitive rehab at #ICUrehab24Oslo

[Peter Nydahl @NydahlPeter]

Wise words, presented by rehab queen @TantamKate on at #ICUrehab24Oslo

[Uncle Bob Martin @unclebobmartin]

One does not "become" agile. (We never should have chosen that word!) Working in an "agile" way is nothing more, and nothing less, than adopting a set of disciplines that reinforce a set of simple values.

The values come first. If you don't value people, working software, collaboration, and change (Communication, Feedback, Respect, and Courage) then you won't adopt the disciplines that reinforce those values.

An agile transition is all about installing those values into an organization. Organizations, and people, do not like to have their values changed. They will fight it. Some overtly. Some by subterfuge.

My experience is that most truly "agile" organizations are those who are composed of like-minded people -- people who were hired for their values.

[Elaine Thorpe @fernie0207]

Couldn't agree more! The impact that John has had on patient safety is not known by many - I'm so proud that he is recognised for his contribution 👏🏻👏🏻👏🏻👏🏻👏🏻👏🏻

[Elaine Thorpe @fernie0207]

Well said Mariam. A huge team effort - very proud to have been in that journey with you👏🏻👏🏻👏🏻👏🏻

[David Probert @probert_david]

👇What a wonderfully well deserved winner 👏 🥇 👏 #OneTeam

[Steve Stewart-Williams @SteveStuWill]

This illusion – one of the best of the last few years – will really mess with your head. How many black dots are there? The answer is 12, but your visual system won’t let you see them all at once. https://t.co/XA6K6XLFlr

[Tim Bonnici @TimBonnici]

Important work from @CarolineJC5 and the team at Inclusion Barnet to change the fundamentals around how we think and talk about disability. Language matters so much in shaping our outlook and expectations.

[Caroline Collier @CarolineJC5]

Our campaign launches today, calling for #OpportunitySecurityRespect for disabled people - please follow and support
@johnpringdns

[Tim Bonnici @TimBonnici]

Some post-holiday reading for us, @anna_petsas and @stephen_icu

[Nursing in Critical Care Journal @niccjournal]

Families of ICU patients encounter various challenges, revealing the complex interplay of emotions, needs and challenges within the ICU. This study highlights the intricate dynamics in this critical health care environment.

@BACCNUK

https://t.co/hkjiLbmfW0

[Tim Bonnici @TimBonnici]

@stephen_icu, something you might be interested in…

[David Richards @ICU_Diaries]

Fourteen years later, my #ICUDiary continues to serve as a grounding mechanism when PTSD and depression tighten their grip.

Transitioning to reality: the diary of an ARDS survivor: https://t.co/NL00jmvZMh

#PICS #Walk4PICS #ARDS #ECMO

[Amit Adlakha @AmitAdlakha1]

Intensivists - interested in improving your skills in donor optimisation? Please join us in London on 2/3 Oct for the 1st Donor Optimisation and Management in Intensive Care (DOMIC) course.

Happy World Organ Donation Day 👍🏾

(please do share…)

[Helen Bevan @HelenBevan]

In my experience, people don't resist change because they have "resistant personalities" or because of "human nature". They mostly resist because of the way we go about introducing or implementing the change or imposing it on them. @Digitaltonto suggests five major categories of change resistance, most of which can be less of an issue if we think about them beforehand:
1) Lack Of Trust: by focussing on what's new & different, there's a danger that leaders communicate changing values. Need to focus on shared values & creating a sense of safety around the change conversation.
2) Change Fatigue: the change needs to be seen in the context of all the other initiatives that are happening.
3) Competing Incentives and Commitments: we shouldn't have to "incentivise" people to take part in change. If the change has real value, we should be able to find people who are enthusiastic about it & want to make it work.
4) Switching Costs: what we experience in the here & now always seems more tangible/concrete than the more distant benefits of change, which many will suspect will never come.
5) Identity, Dignity & Sense of Self: people's sense of identity can act as one of the strongest barriers against change. We resist things that challenge our perceptions of ourselves, including loss of status. Helping people navigate the fear of losing their identity & see new possibilities emerge is crucial for successful change outcomes.
https://t.co/9MdXSJwqkR. Graphic adapted from @FLIMPStudios.

[Skully @Skully48109675]

She's only nurse of the year 2024 @uclh
@jhartin

Couldn't be prouder to be PERRT.

#ProudToBePERRT

@probert_david @UCLHCharity

[The HTD @HTropDis]

Our thoughts and very best hopes are with our friend and former colleague Tom Doherty, his wife Anne and all family since his fall and disappearance in the Pyrenees. We desperately hope he is found soon. Our great thanks to all supporting the search.