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Hospitals must systematically support employees in innovative ways to uphold a culture of care that strengthens the system. At a leading Canadian academic pediatric rehabilitation hospital, over 90 percent of clinicians viewed Schwartz Rounds™ (SR) as a hospital priority, resulting in its formal implementation as a quality improvement initiative. The purpose of this paper is to describe how the hospital implemented SR to support the socio-emotional impact of providing care.

This quantitative descriptive study provides a snapshot of the impact of each SR through online surveys at four assessment points (SR1-SR4). A total of 571 responses were collected.

All four SR addressed needs of staff as 92.9-97.6 percent of attendees reported it had a positive impact, and 96.4-100 percent of attendees reported each SR was relevant. Attendees reported significantly greater communication with co-workers after each SR (p<0.001) and more personal conversations with supervisors after SR2 and SR4 (p<0.05) compared to non-attendees. Attending SR also increased their perspective-taking capacity across the four SR.

As evidenced in this quality improvement initiative, SR addresses staff’s need for time to process the socio-emotional impacts of care and to help reduce those at risk for compassion fatigue. SR supports and manages the emotional healthcare culture, which has important implications for quality patient care.

This research details an organization’s process to implement SR and highlights the importance of taking care of the care provider.

In September, 1982, a graduate seminar was held for the first time at Syracuse University on Online Public Access Catalogs (OPACs). The focus was on aspects of OPAC design, the impact of OPACs on staff and users, and comparative analysis of their features and functions. Of the 15 people enrolled, eight were academic librarians representing four different institutions; one was a public librarian, one a special librarian; and five were MLS students enrolled at Syracuse.

Many of the fatuities and disasters attending the introduction of computers into Library and Information Services (LIS) can be ascribed to the ill‐conceived notion that intellectual analysis both of the subjects of documents and of enquiries for information was no longer needed, that the machine would perform all the necessary concept relationships in short order and without human intervention. Anyone who has patiently watched Prestel clanking away in search of cricket scores will appreciate the fallacy well enough.