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Journal articles on the topic 'Change resistance'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Inandi, Yusuf, Binali Tunc, and Fahrettin Gilic. "School administrators’ leadership styles and resistance to change." International Journal of Academic Research 5 (October 15, 2013): 196–203. http://dx.doi.org/10.7813/2075-4124.2013/5-5/b.30.

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2

Fine, Sara. "CHANGE AND RESISTANCE." Bottom Line 5, no. 1 (January 1992): 18–23. http://dx.doi.org/10.1108/eb025316.

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3

Dent, Eric B., and Susan Galloway Goldberg. "“Resistance to Change”." Journal of Applied Behavioral Science 35, no. 1 (March 1999): 45–47. http://dx.doi.org/10.1177/0021886399351005.

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4

Coyle, Maureen. "Understanding Resistance to Climate Change Resistance." International Journal of Aging and Human Development 80, no. 1 (December 2014): 76–86. http://dx.doi.org/10.1177/0091415015591111.

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5

Pink, D. A. C., and P. Hand. "Plant resistance and strategies for breeding resistant varieties." Plant Protection Science 38, SI 1 - 6th Conf EFPP 2002 (January 1, 2002): S9—S14. http://dx.doi.org/10.17221/10310-pps.

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An explanation of the ‘boom-bust’ cycle of resistance breeding was provided by the gene-for-gene relationship between a pathogen and its host. Despite this understanding, most R genes continued to be deployed singly and resistance has been ephemeral. The reasons for breeding ‘single R gene’ varieties are discussed. Alternative strategies for the deployment of R genes and the use of quantitative race non-specific resistance have been advocated in order to obtain durable resistance. The feasibility of both of these approaches is discussed taking into account the impact of technologies such as plant transformation and marker-assisted selection. A change in focus from durability of the plant phenotype to that of the crop phenotype is advocated.

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6

Prashanth, K. C., and Veena M. "APPRAISING REVERBERATIONS OF RESISTANCE TO CHANGE." International Journal of Advanced Research 9, no. 06 (June 30, 2021): 298–301. http://dx.doi.org/10.21474/ijar01/13014.

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Organizations in this sublimating environment on one hand entail continuous change through structured process of building capacity and enhance organization effectiveness by developing, improving and reinforcing behaviour, structure, technological processes with integrated organizational strategy. However on the other hand, during the change process they counter bottlenecks from the resistance to change bid by the individual employees, groups and sometimes organization itself. Resistances exhibited may vary in their nature and magnitude from organization to organization. Since, higher education faculty today need to counter changes such as virtual mode of teaching, student and market driven courseware, turbulent pedagogies, etc. This descriptive cum survey study aims to investigate such effects of resistances at VSK University Ballari. Ecosystem of the study encompasses teaching faculty and sample size was chosen to be 82 and is more than Cochran formula. The data was analysed using Chi square analysis and Friedman test. The study revealed that there is an association between the resistance to change and effect on the organization and the amount of association in case of individual and group resistance is stronger.

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Gratz, Erin, and Lisa Looney. "Faculty Resistance to Change." International Journal of Online Pedagogy and Course Design 10, no. 1 (January 2020): 1–14. http://dx.doi.org/10.4018/ijopcd.2020010101.

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This study explored university faculty members' willingness to teach online in relation to their resistance to change. Researchers examined whether a relationship exists between resistance to change and motivators or barriers to teaching online. Participants were 131 faculty members of all ranks from a private, comprehensive university in the greater Los Angeles area. Participants reported such barriers as their discipline not being suited to online teaching, an absence of time for online course preparation, and a lack of skills or confidence in teaching online. Reported motivators included financial incentives, increased flexibility, and keeping current with various modes of delivery. Reported barriers were positively correlated with faculty's resistance to change, demonstrating that faculty who were reluctant to change their routines, had negative reactions to the presence of change, and saw short-term change as inconvenient were more likely to see barriers to teaching online. Faculty rank was related to certain study variables. Implications for these findings are discussed.

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Dinges, William D. "Resistance to Liturgical Change." Liturgy 6, no. 2 (January 1986): 66–73. http://dx.doi.org/10.1080/04580638609408108.

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9

Johnston, William P., and Ray C. Oman. "Overcoming Resistance to Change." Knowledge 11, no. 3 (March 1990): 268–79. http://dx.doi.org/10.1177/107554709001100304.

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10

Melby, Michael J. "Overcoming resistance to change." American Journal of Health-System Pharmacy 49, no. 7 (July 1, 1992): 1656–58. http://dx.doi.org/10.1093/ajhp/49.7.1656.

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11

Siviter, Bethann. "Overcoming resistance to change." Primary Health Care 21, no. 10 (December 6, 2011): 11. http://dx.doi.org/10.7748/phc2011.12.21.10.11.p7072.

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12

Bernstein, Daniel J. "Faculty Resistance to Change." Change: The Magazine of Higher Learning 44, no. 4 (June 29, 2012): 6. http://dx.doi.org/10.1080/00091383.2012.691854.

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13

Dent, Eric B., and Susan Galloway Goldberg. "Challenging “Resistance to Change”." Journal of Applied Behavioral Science 35, no. 1 (March 1999): 25–41. http://dx.doi.org/10.1177/0021886399351003.

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14

Schuetz, Pam, and Jim Barr. "Transmuting resistance to change." New Directions for Community Colleges 2008, no. 144 (September 2008): 105–14. http://dx.doi.org/10.1002/cc.350.

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15

Kiernan-Stern, Mary. "Managing resistance to change." Case Manager 16, no. 5 (September 2005): 48–51. http://dx.doi.org/10.1016/j.casemgr.2005.07.007.

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16

Recardo, Ronald J. "Overcoming resistance to change." National Productivity Review 14, no. 2 (1995): 5–12. http://dx.doi.org/10.1002/npr.4040140203.

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17

Grama, Blanca, and Ramona Todericiu. "Change, Resistance to Change and Organizational Cynicism." Studies in Business and Economics 11, no. 3 (December 1, 2016): 47–54. http://dx.doi.org/10.1515/sbe-2016-0034.

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AbstractOver the past decades, the focus of the scientists has shifted towards the area of organizational change. The concept has been approached from several perspectives and studied by numerous disciplines and refers to a shift or transformation of an organization, of several components of the organization or of the processes that lie within. Being in an environment characterized by competitiveness and complexity, organizations are under a constant need of change, of progress, while the aim of each change is to improve the aspects that make this happen. The dynamics of the labour force market has contributed to the creation of an environment in which organizations are permanently facing the need to implement various changes regarding their strategy, structure, processes or culture. Henceforth, the factors that can alter the implementation of change benefit from an increased focus. Understanding the reason for which some employees can resist change can have major financial implications for the organization. When considering the human resources involved in the change, nothing seems simple; most of the times things are not as they should be, and most of the employees experience a resistance to change, sometimes in the form of change-specific cynicism, a notion defined as the belief of employees that the organization in which they work lacks integrity. This paper represents the cultural adaptation of Change-Specific Cynicism Scale (a scale proposed by David J. Stanley in 1998, validated on the Canadian population), to the specifics of the Romanian population and supplies a method of evaluating change-specific cynicism for the specialized literature. Statistic results have shown that the Change-Specific Cynicism Scale has a high level of internal consistency (α=0,84) and can be used exclusively for equivalent populations. Moreover, this paper aims to approach the term organizational cynicism and its role in the context of organizational change.

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18

Furxhi, Gentisa. "Employee’s Resistance and Organizational Change Factors." European Journal of Business and Management Research 6, no. 2 (March 12, 2021): 30–32. http://dx.doi.org/10.24018/ejbmr.2021.6.2.759.

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Organizations need to change due to challenges they are facing caused by the dynamic environment where they operate. Also, organizations undertake changes because they have new ideas to improve their performance. So, organizational changes are imposed by factors of external or internal environment. The aim of every change is to improve organizational performance by increasing its effectiveness. Sometimes, changes are proposed during crises time. In crisis’s situation, organizations need to cut their costs, and the most common change is reducing staff. In every situation, change is something new for employees. Change affect employees because they are going to implement it. They can show positive attitude/behavior (readiness to change) or negative attitude/behavior (resistance to change) to proposed change. When employees show positive attitude, they agree on change and they are motivated to implement it. On the other hand, negative attitudes reflect that employees do not agree to organizational change. They are not motivated to involve in organizational change and sometimes they refuse it. Change managers are interested to have employees which are motivated and opened to change because this can lead to a successful change management process. On the other side, resistance to change can lead to the failure of change, because resistance may create costs and delays into change management process. This paper will explain which factors impose organizations to undertake changes time to time. Also, it will analyze how employees behave during organizational change. The aim of this paper is to explain why employees resist to organizational change and how can change managers reduce employees resistance.

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19

Lomba-Portela, Lucía, Sara Domínguez-Lloria, and Margarita Rosa Pino-Juste. "Resistances to Educational Change: Teachers’ Perceptions." Education Sciences 12, no. 5 (May 20, 2022): 359. http://dx.doi.org/10.3390/educsci12050359.

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Educational changes require a great effort on the part of the entire educational community and, above all, the active involvement of teachers. The aim of this article was to analyze the main resistances to change that predominate among teachers at different educational stages. Through a non-experimental design, using an online questionnaire, teachers’ beliefs about factors influencing resistance to change were collected. The results indicate that the participants do not have great resistance to educational change and that legislative changes and the perception of teachers as having excessive functions are the most common aspects of resistance. There is greater resistance to change among men and in public schools and as the experience and age of the teaching staff increases. Based on the results, it is suggested that the educational center be placed as the unit of change, increasing the leadership of the director to carry out the changes suggested by the center itself, fostering teamwork among teachers, and institutionally supporting innovative initiatives that are evaluated or facilitating teacher training in relation to their teaching practice.

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20

Shuang, Y., Y. Sutou, S. Hatayama, S. Shindo, Y. H. Song, D. Ando, and J. Koike. "Contact resistance change memory using N-doped Cr2Ge2Te6 phase-change material showing non-bulk resistance change." Applied Physics Letters 112, no. 18 (April 30, 2018): 183504. http://dx.doi.org/10.1063/1.5029327.

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21

Brosnan, James T., Michael W. Barrett, and Prasanta C. Bhowmik. "Herbicide resistance in turfgrass: a chance to change the future?" Weed Technology 34, no. 3 (June 2020): 431–36. http://dx.doi.org/10.1017/wet.2020.28.

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AbstractHerbicide resistance has for decades been an increasing problem of agronomic crops such as corn and soybean. Several weed species have evolved herbicide resistance in turfgrass systems such as golf courses, sports fields, and sod production—particularly biotypes of annual bluegrass and goosegrass. Consequences of herbicide resistance in agronomic cropping systems indicate what could happen in turfgrass if herbicide resistance becomes broader in terms of species, distribution, and mechanisms of action. The turfgrass industry must take action to develop effective resistance management programs while this problem is still relatively small in scope. We propose that lessons learned from a series of national listening sessions conducted by the Herbicide Resistance Education Committee of the Weed Science Society of America to better understand the human dimensions affecting herbicide resistance in crop production provide tremendous insight into what themes to address when developing effective resistance management programs for the turfgrass industry.

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22

TUNÇER, Polat. "CHANGE RESISTANCE IN THE PROCESS OF CHANGE MANAGEMENT." Ondokuz Mayis Univ. Egitim Fakultesi Volume 32, Volume 32 Issue 1 (2013): 373–406. http://dx.doi.org/10.7822/egt157.

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23

BEŞLIU, Dan-Călin. "INSTITUTIONAL MANAGEMENT OF CHANGE. RESISTANCE OF THE EMPLOYEES AGAINST ORGANIZATIONAL TRANSFORMATIONS." SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE 20 (June 18, 2018): 351–58. http://dx.doi.org/10.19062/2247-3173.2018.20.46.

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24

The Lancet Microbe. "Antimicrobial resistance: plus ça change." Lancet Microbe 2, no. 5 (May 2021): e168. http://dx.doi.org/10.1016/s2666-5247(21)00097-5.

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25

Matsumoto, Toru. "Ultrasonic Beam Induced Resistance Change." EDFA Technical Articles 20, no. 3 (August 1, 2018): 18–22. http://dx.doi.org/10.31399/asm.edfa.2018-3.p018.

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Abstract Researchers have developed an imaging technique that reveals wiring defects in packaged ICs without requiring decapsulation. The sensing mechanism is based on resistance changes, similar to IR-OBIRCH, but instead of an IR beam, the metal conductors in the chip are heated by ultrasonic waves. This article describes the basic principles of ultrasonic beam induced resistance change (SOBIRCH) imaging and demonstrates its effectiveness in a wide range of applications, including multilayer metal stacks.

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26

Bateh, Justin, Mario E. Castaneda, and James E. Farah. "Employee Resistance To Organizational Change." International Journal of Management & Information Systems (IJMIS) 17, no. 2 (March 27, 2013): 113. http://dx.doi.org/10.19030/ijmis.v17i2.7715.

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As change management becomes an essential ingredient of organizations performance, the body of literature describing successful and unsuccessful change management initiatives continues to expand. Numerous articles and studies provide an insight into the nature of change management and its most common pitfalls. The most recurring themes include resistance to change, readiness for change, leadership effectiveness, employee commitment and participation in change initiatives, and the roles and competencies needed to ensure the success of strategic change. The present article focuses on one of these themes: resistance to change. Understanding of resistance may enable managers to reduce conflict and increase collaboration. To meet these challenges, leaders must be trained and educated to overcome resistance to change. This article points out important types of resistance for organizations to address.

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27

Sha, Bey-Ling. "Editor’s essay: Change and resistance." Journal of Public Relations Research 29, no. 2-3 (May 4, 2017): 69–72. http://dx.doi.org/10.1080/1062726x.2017.1343053.

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28

Saksvik, Ingvild Berg, and Hilde Hetland. "Exploring Dispositional Resistance to Change." Journal of Leadership & Organizational Studies 16, no. 2 (April 21, 2009): 175–83. http://dx.doi.org/10.1177/1548051809335357.

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29

Hetherington, Naomi. "Mary Cholmondeley: Resistance and Change." Women: A Cultural Review 22, no. 4 (December 2011): 428–31. http://dx.doi.org/10.1080/09574042.2011.618703.

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30

Horvat, Đuro, and Davor Perkov. "INDIVIDUAL RESISTANCE IN CHANGE PROCESS." CBU International Conference Proceedings 1 (June 30, 2013): 19–24. http://dx.doi.org/10.12955/cbup.v1.10.

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Organizational changes in which great human efforts have been invested, as well as financial resources and time, in reality often result in low or only short-term effects. The purpose of this paper is to emphasize the highest possible level of communication with employees in order to proactively overcome individual resistance. The scope of the primary research for this study demonstrates the analysis of the questionnaire results which was obtained from 30 Croatian managers and their experience with individual resistance to changes. The survey showed four types of largest barriers in Croatian organizations. The main conclusion is that managers in this country lack the knowledge of operating in a challenging competitive environment.

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31

LeTourneau, Barbara. "Managing Physician Resistance to Change." Journal of Healthcare Management 49, no. 5 (September 2004): 286–88. http://dx.doi.org/10.1097/00115514-200409000-00003.

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32

Valov, Ilia, and Michael N. Kozicki. "Cation-based resistance change memory." Journal of Physics D: Applied Physics 46, no. 7 (February 1, 2013): 074005. http://dx.doi.org/10.1088/0022-3727/46/7/074005.

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33

Mok, Dennis, and Tyronne S. Pitsis. "Countermeasure to change resistance in." Microbiology Australia 32, no. 2 (2011): 108. http://dx.doi.org/10.1071/ma11108.

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Success in management depends largely on the manager?s strategic leadership ability, self-discipline, reflexivity, and quality of management training received. Recently, strategic management skills have become a major concern in project management; it has been identified that almost 90% of projects fail to deliver value. This shortfall was further highlighted by a recent survey commissioned by IBM Global Business Services involving over 1,500 change practitioners. This study assessed strategies of business, operations, organisational change and technology in order to examine how organisations can manage change and identified strategies for improving project outcomes. It concluded that 44% of all projects surveyed failed to meet either time, budget or quality objectives, while 15% either stop or fail to meet all objectives. These results strongly correlate with two other similar surveys by McKinsey and Company, and Bain and Company.

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34

Thomas, Robyn, and Cynthia Hardy. "Reframing resistance to organizational change." Scandinavian Journal of Management 27, no. 3 (September 2011): 322–31. http://dx.doi.org/10.1016/j.scaman.2011.05.004.

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35

Henry, Pamela K. "Overcoming Resistance to Organizational Change." Journal of the American Dietetic Association 97, no. 10 (October 1997): S145—S147. http://dx.doi.org/10.1016/s0002-8223(97)00751-7.

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36

Margolis, Howard. "Understanding, Facing Resistance to Change." NASSP Bulletin 75, no. 537 (October 1991): 1–8. http://dx.doi.org/10.1177/019263659107553702.

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37

Spicer, André. "Book Review: Resistance for Change." Organization 13, no. 3 (May 2006): 455–58. http://dx.doi.org/10.1177/1350508406066251.

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38

Greiner, Larry E. "Resistance to Change During Restructuring." Journal of Management Inquiry 1, no. 1 (March 1992): 61–65. http://dx.doi.org/10.1177/105649269211010.

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39

Igaki, Takeharu, and Takayuki Sakagami. "Resistance to change in goldfish." Behavioural Processes 66, no. 2 (May 2004): 139–52. http://dx.doi.org/10.1016/j.beproc.2004.01.009.

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40

O′Connor, Carol A. "Resistance: The Repercussions of Change." Leadership & Organization Development Journal 14, no. 6 (June 1993): 30–36. http://dx.doi.org/10.1108/01437739310145615.

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41

HARUYAMA, Daichi, Akira TODOROKI, Yoshihiro MIZUTANI, and Ryosuke MATSUZAKI. "OS08-4-4 A temperature change effect on damage detection of CFRP laminates by electrical resistance change method." Abstracts of ATEM : International Conference on Advanced Technology in Experimental Mechanics : Asian Conference on Experimental Mechanics 2011.10 (2011): _OS08–4–4—. http://dx.doi.org/10.1299/jsmeatem.2011.10._os08-4-4-.

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42

Bulling, Tulio Barrios. "Implementing Organisational Change." East African Scholars Journal of Economics, Business and Management 5, no. 7 (August 6, 2022): 156–61. http://dx.doi.org/10.36349/easjebm.2022.v05i07.001.

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The present monograph aims to describe comprehensibly the difficulties organisations have to face when trying to introduce changes. One of them is internal resistance to change. The sources of resistance are complex and varied. Among them, one may find uncertainty, need to feel secure, fear of losing power, unwillingness to change habits, and economic factors. Through a selective literature review, this paper seeks to offer some recommendations that may prove useful when designing and implementing change initiatives within an organisation. Some steps to follow are identifying what can be changed, establishing affordable goals, identifying change agents, creating trust, and developing commitment and a positive attitude towards change.

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43

Jones, Stephen L., and Andrew H. Van de Ven. "The Changing Nature of Change Resistance." Journal of Applied Behavioral Science 52, no. 4 (October 5, 2016): 482–506. http://dx.doi.org/10.1177/0021886316671409.

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This research examines whether relationships between change resistance and its consequences and antecedents strengthen or weaken over time during an extended duration of organizational change. In 40 health care clinics undergoing a 3-year period of significant organizational changes, we found that resistance to change had increasingly negative relationships over time with two important consequences: employees’ commitment to the organization and perceptions of organizational effectiveness. That these relationships became stronger (rather than weaker) over time suggests festering effects of resistance to change. We also found that over time supportive leadership was increasingly impactful in reducing change resistance. A major implication of this research for practice is that it is important for change agents to address employee resistance because, left unchecked, it can fester and increasingly inflict harm. Also, engaging in supportive leader behaviors can be particularly useful in ameliorating resistance to change at later stages of a change initiative.

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44

Kuzhda, Tetiana. "Diagnosing resistance to change in the change management process." Economics, Management and Sustainability 1, no. 1 (December 19, 2016): 49–59. http://dx.doi.org/10.14254/jems.2016.1-1.5.

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45

Kuzhda, Tetiana. "Diagnosing resistance to change in the change management process." Economics, Management and Sustainability 1, no. 1 (December 19, 2016): 49–59. http://dx.doi.org/10.14254/jems.2017.1-1.5.

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46

Todoroki, Akira, Keisuke Suzuki, Ryosuke Matsuzaki, and Yoshihiro Mizutani. "OS08-4-2 Electrical Resistance Change of CFRP Caused by Compression Loading." Abstracts of ATEM : International Conference on Advanced Technology in Experimental Mechanics : Asian Conference on Experimental Mechanics 2011.10 (2011): _OS08–4–2—. http://dx.doi.org/10.1299/jsmeatem.2011.10._os08-4-2-.

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47

J. Adriaenssen, Daniel, and Jon-Arild Johannessen. "Prospect theory as an explanation for resistance to organizational change: some management implications." Problems and Perspectives in Management 14, no. 2 (May 11, 2016): 84–92. http://dx.doi.org/10.21511/ppm.14(2).2016.09.

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The problem in organizational change projects is that people often resist organizational change. Many change projects in organizations do not reach their goals. The question is why? This paper investigates how prospect theory can be used to explain people’s resistance to organizational change. Prospect theory is based on research from Kahneman and Tversky. If we know why people resist organizational change, we as leaders can do something to promote the change project. The objective of this article is to advise managers and leaders on ways of reducing resistance to organizational change. The authors identify seven propositions that explain how managerial strategies reduce organizational change. They recommend seven measures that may be employed by management to obtain support for projects implementing organizational change

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48

Hatanaka, T., J. T. Potts, and A. A. Shoukas. "Invariance of the resistance to venous return to carotid sinus baroreflex control." American Journal of Physiology-Heart and Circulatory Physiology 271, no. 3 (September 1, 1996): H1022—H1030. http://dx.doi.org/10.1152/ajpheart.1996.271.3.h1022.

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Despite the well-established fact that the carotid sinus baroreflex system has profound control over the physical properties of the systemic circulation, the resistance to venous return (RVR) seems to be invariant of such control. We hypothesized that this apparent paradox may be explained from the baroreflex changes in systemic arterial compliance. In 12 pentobarbital-anesthetized mongrel dogs, RVR was measured at controlled carotid sinus pressures (CSP) of 50 and 200 mmHg with normal and artificially increased arterial compliance. Arterial compliance was determined from the arterial pressure decay when systemic blood flow was stopped with total vena caval occlusion. Changing CSP between 50 and 200 mmHg changed RVR significantly only under the condition of artificially increased arterial compliance. A four-parameter lumped model of the systemic circulation revealed that the baroreflex changes in arterial compliance and arterial resistance, which occurred in opposite directions, prevented a change in RVR when CSP was changed. The data also suggested that approximately 75% of RVR was attributed to large and conduit veins, the resistances along which were insensitive to baroreflex control. We concluded that the invariance of RVR results from a combination of 1) baroreflex change in the arterial compliance, 2) baroreflex insensitivity of the resistance along large and conduit veins, and 3) spatially distinct location between the major site of reflex change in capacitance and the major site of compliance.

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49

Cua, Francisco Chia, and Steve Reames. "Why Technologists Resist Negative Change." International Journal of Information Systems and Social Change 3, no. 4 (October 2012): 84–96. http://dx.doi.org/10.4018/jissc.2012100106.

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This paper is a critical and non-empirical review of innovation resistance and anti-consumption: the concepts, concerns, conflicts, and convergence. Both resistances to innovation and anti-consumptions converge to one another which influence the opinions (i.e., market mavens) of the market segment or non-adopters (voluntary simplifiers). Voluntary simplifiers or non-adopters represent over fifty percent (50%) of the market segment. This paper focuses on the embedded (hidden) assumptions of the resistance to innovation and anti-consumption and describes how the two concepts are different. When both converge, the exact reasons in favor of action will occur. The paper concludes that the technologist can adapt to negative change if they better understand why non-adopters resist innovation and consume products against their better judgment.

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50

Pasarkar, Nikhil, Santosh Waghmare, and Hemant Kamble. "ANTIBIOTIC RESISTANCE: A REVIEW." International Journal of Engineering Applied Sciences and Technology 6, no. 8 (December 1, 2021): 84–91. http://dx.doi.org/10.33564/ijeast.2021.v06i08.016.

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Antibiotics are medicines used to prevent and treat bacterial infections. Antibiotic resistance occurs when bacteria change in response to the use of these medicines.Bacteria, not humans or animals, become antibiotic-resistant. These bacteria may infect humans and animals, and the infections they cause are harder to treat than those caused by non-resistant bacteria.Antibiotic resistance leads to higher medical costs, prolonged hospital stays, and increased mortality.The world urgently needs to change the way it prescribes and uses antibiotics. Even if new medicines are developed, without behaviour change, antibiotic resistance will remain a major threat. Behaviour changes must also include actions to reduce the spread of infections through vaccination, hand washing, practising safer sex, and good food hygiene.

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