Bp High Quotes

Just as tobacco companies have been obliged to pay the costs of helping people to quit smoking, and BP has had to pay for much of the cleanup of its oil spill in the Gulf of Mexico, it is high time for the industry to at least split the bill for the climate crisis.

1) Levophed—a common blood pressure medication. Used to be called “leave ’em dead” because people used it for the sickest of the sick in sepsis and those patients still frequently died, but it has now come back into favor. We were maxed. 2) Vasopressin—another BP med. Not titratable. Left on normal dose. 3) Phenylephrine, aka Neo, from its brand name, Neosynephrine—another BP med—maxed. Pharmacy was mixing higher concentrations of this for us, so that we could give it in less fluid volume for the patient’s sake. 4) Sodium Bicarb—also high-concentrated dose for fluid reasons—given to attempt to combat patient’s acidosis. 5) Fentanyl—pain control—not maxed. 6) Versed—an amnesiac—hopefully makes you “less aware” of WTF is happening to you. Also not maxed, because they were also on…. 7) Nimbex—a paralytic we give to patients to make them “ride the vent” so that they don’t fight it and can save energy, as the vent does the work of breathing for them. 8) Heparin—blood thinner, to reduce the clotting that covid can cause. 9) Amiodarone—heart med, stops arrhythmias. 10) Insulin—which requires hourly insulin checks to titrate effectively. Unfortunately, many covid patients are also on steroids, which means their blood sugars fluctuate all over the place.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP] → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround] → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD.

Twinkle, twinkle, little star, How I wonder what you are! Up above the world so high, Like a diamond in the sky. When this blazing sun is gone, When he nothing shines upon, Then you show your little light, Twinkle, twinkle, through the night. Then the traveller in the dark Thanks you for your tiny spark; He could not see where to go, If you did not twinkle so. In the dark blue sky you keep, And often through my curtains peep, For you never shut your eye Till the sun is in the sky. As your bright and tiny spark Lights the traveller in the dark, Though I know not what you are, Twinkle, twinkle, little star. HQcJDhGqBp0

Heart Disease is one of the most common and dangerous disease in the world. It is a coronary artery disease which causes a reduction in blood supply to the heart. There are various reasons for this disease but most common are high BP, overweight, saturate life style, junk food, smoking habits and heredity of heart problem in family. Blockage of artery is mainly because of high level of cholesterol in your blood. These issues with slow down your working capacity and will lead you to a point where you will be unable to do what you want to do. You will fatigue, tiredness, unable to exercise and this will ultimately lead towards heart attack & death. The Common remedies for heart diseases are lifelong medicine, angioplasty, bypass surgery. All these methods have great side effects associated with them. Fortunately nature has given us a great gift to cure heart problem. Unfortunately most of the people are not aware about it.

Pokhara is confluence of Nature of North and Culture of South - Stunning high Mountains and Smile of peoples on everyday festivals.

Gazprom was eight times the size of ExxonMobil and twelve times bigger than BP, the largest oil companies in the world—yet it traded at a 99.7 percent discount to those companies per barrel of reserves.

On October 14, 1997, BP announced it was buying 10 percent out of Vladimir Potanin’s 96

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP]               → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround]                             → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD. Behavior is contagious. Help it spread. [“Fataki” in Tanzania, “free spaces” in hospitals, seeding the tip jar] ————— OVERCOMING OBSTACLES ————— Here we list twelve common problems that people encounter as they fight for change, along with some advice about overcoming them. (Note

Pay attention to the stuff that doesn’t quite make sense. Don’t ignore those anomalies and hope they’ll go away of their own volition. Respect the rules. Follow proper procedures. Don’t ignore low-probability, high-consequence scenarios. Hope for the best, but plan for the worst. The

Climates were relatively warm during the geological period referred to as the Cretaceous, which lasted from about 145 to about 66 million years BP. Warm conditions persisted to about 5 million years BP. The forest-tundra boundary extended at that time to latitudes as high as 82° N, some 2,500 km north of its present location, occupying regions of Greenland now permanently covered in ice. There were times when frost-tolerant vegetation was common in Spitsbergen (paleolatitude 79° N), when alligators and flying lemurs lived happily on Ellesmere Island (paleolatitude 78° N), and when palm trees, incapable of surviving even temporary frost conditions, could grow and survive in Central Asia.

Why dilute the value of our shares and create a scandal when he had just had a spectacular windfall himself? After his big sale to BP, he still owned 86 percent of the company, and with this dilution he was only getting the benefit of 1.5 percent from us. It didn’t make any financial sense.