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I am a broadly-trained microbial, behavioral, and evolutionary ecologist with interests in hologenomics, evaluating and managing microbial influences on human health and disease, especially in the …

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Europe PMC is an archive of life sciences journal literature.

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Summary: From ontogenesis to homeostasis, the phenotypes of complex organisms are shaped by the bidirectional interactions between the host organisms and...

FDA's strategy for improving communication about regulated products

The social structure of primates has recently been shown to influence the composition of their microbiomes. What is less clear is how primate microbiomes might in turn influence their social behavior, either in general or with particular reference to hominins. Here we use a comparative approach to understand how microbiomes of hominins have, or might have, changed since the last common ancestor (LCA) of chimpanzees and humans, roughly six million years ago. We focus on microbiomes associated with social evolution, namely those hosted or influenced by stomachs, intestines, armpits, and food fermentation. In doing so, we highlight the potential influence of microbiomes in hominin evolution while also offering a series of hypotheses and questions with regard to evolution of human stomach acidity, the factors structuring gut microbiomes, the functional consequences of changes in armpit ecology, and whether Homo erectus was engaged in fermentation. We conclude by briefly considering the possibility that hominin social behavior was influenced by prosocial microbes whose fitness was favored by social interactions among individual hominins.

Europe PMC is an archive of life sciences journal literature.

An open government is one that leverages the principles of transparency, participation, and collaboration to deliver better results to the American people and which helps the public hold the government accountable.

2016 HHS Open Government Plan, DRAFT version 4

A partnership between HHS and the American Society of Nephrology to accelerate innovation in the prevention, diagnosis, and treatment of kidney diseases.

DuckDuckGo. Privacy, Simplified.

* Author is/was a student, research assistant, postdoctoral researcher, or maternal-fetal medicine fellow in my laboratory † Author is/was a student whose dissertation committee I served on Preprin…

Summary: The Japanese or Honshū wolf was one the most distinct gray wolf subspecies due to its small stature and endemicity to the islands of Honshū,...

Facing especially wicked problems, social sector organizations are searching for powerful new methods to understand and address them. Design Thinking for the... | CUP

While we know a lot about practices that stimulate new ideas, innovation teams often struggle to apply them. Why? Because people’s biases and entrenched behaviors get in the way. In this article a Darden professor explains how design thinking helps people overcome this problem and unleash their creativity. Though ostensibly geared to understanding and molding the experiences of customers, design thinking also profoundly reshapes the experiences of the innovators themselves. For example, immersive customer research helps them set aside their own views and recognize needs customers haven’t expressed. Carefully planned dialogues help teams build on their diverse ideas, not just negotiate compromises when differences arise. And experiments with new solutions reduce all stakeholders’ fear of change. At every phase—customer discovery, idea generation, and testing—a clear structure makes people more comfortable trying new things, and processes increase collaboration. Because it combines practical tools and human insight, design thinking is a social technology—one that the author predicts will have an impact as large as an earlier social technology: total quality management.

The idea that management is a hard science, which MBA programs have promoted for the past six decades, has become even more entrenched in the era of big data. But a scientific approach has its limits, say Martin, the coauthor of the best seller Playing to Win, and consultant Golsby-Smith. In fact, overreliance on scientific analysis tends to narrow strategic options and shut down innovation. That’s because it’s designed to understand natural phenomena that cannot be changed. It’s not an effective way to evaluate possibilities—things that do not yet exist. The two authors offer an alternative approach to strategy making and innovation that relies on imagination, experimentation, and communication. To make decisions about what could be, managers should devise narratives about possible futures, using the storytelling tools first proposed by Aristotle (who ironically also originated the scientific method). If executives then hypothesize what would have to be true for those narratives to happen and validate their hypotheses through prototyping, they can determine which narrative has the most compelling chance of success.

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