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Zagreb, 02 July 2018

Deputy Prime Minister and Foreign Minister Marija Pejčinović Burić 2 July 2018 attended the conference "Five Years of Croatia’s EU Membership"

Zagreb, 01 July 2018

On 1 June 2013, Croatia became the 28th member state of the European Union, achieving one of its main foreign policy goals and becoming part of one of the most developed communities in the world

Zagreb, 29 June 2018

Deputy Prime Minister and Foreign Minister Marija Pejčinović Burić received a delegation of the European Integration Committee of Montenegro’s Parliament, led by its chairman Adrijan Vuksanović

Luxembourg, 27 June 2018

During her visit to Luxembourg, Deputy Prime Minister and Foreign Minister Marija Pejčinović Burić met with the Vice-President of the European Investment Bank (EIB), Alexander Stubb

To determine whether the reduced IFN-γ expression by virus-specific T cells in individuals with symptomatic viral recrudescence was due to the loss of HCMV-specific T cells, PBMC from all SOT recipients were stained with MHC-peptide tetramers/pentamers and anti-CD8 antibody (Fig. Yeezy Season 5 Knit Sock Boot isxdcBm
). Data presented in Fig. 2B show that although there was very little difference in the overall numbers of HCMV-specific T cells between SOT recipients who showed no viral recrudescence and those who showed symptomatic recrudescence, a significant increase in the number of HCMV-specific T cells was observed in individuals with asymptomatic recrudescence. We hypothesize that this increase in the HCMV-specific T cells in these individuals is not unexpected, as the viral recrudescence would provide increased stimulation to these cells, resulting in their expansion, and thus provide protection from clinical disease. It is highly likely that in addition to the reduced IFN-γ expression, the lack of expansion of HCMV-specific T cells in individuals with symptomatic recrudescence may also contribute towards the development of clinical disease. Furthermore, we also observed a significant increase in the expression of CD38 on the HCMV-specific CD8 + T cells in SOT recipients with symptomatic viral recrudescence compared to recipients who either showed no viral recrudescence or showed asymptomatic recrudescence (Fig. Bruno Premi High heeled sandals nude ytlKzR
). No significant difference in the expression of CD62L or CD27 on HCMV-specific CD8 + T cells was observed during or after antiviral prophylaxis (data not shown). Previous studies of human immunodeficiency virus-infected individuals have shown that increased expression of CD38 on CD8 + T cells is coincident with chronic human immunodeficiency virus disease progression to AIDS ( Dorothy Perkins SUNNY High heeled sandals ivory VYvUdN7
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In conclusion, this study is the first to demonstrate directly that a broadly directed CD8 + T-cell response with strong functional activity was coincident with the protection from symptomatic viral recrudescence. In addition, we have also shown that terminal differentiation/exhaustion of antigen-specific T cells (as indicated by the increased CD38 expression) may contribute towards the development of clinical symptoms following viral recrudescence. These conclusions are strongly supported by previous studies of other viral infections which have shown that the breadth of the cytotoxic T-lymphocyte response may be important in preventing viral pathogenesis ( Sam Edelman Barbara peep toe flats KOtZU3CU
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). Another important implication of this study relates to the potential use of T-cell functional analysis as a diagnostic tool for identifying the levels of virus-specific T-cell responses which would predict the increased or decreased risk of symptomatic HCMV recrudescence ( Salvatore Ferragamo Abriola sandals R6l6K
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). The diagnostic application of this technology will require an extended analysis of a larger cohort of transplant patients in various clinical settings to determine if the protection from HCMV disease in transplant patients is dependent on T-cell responses directed against a broad range of antigens rather than any single antigen.

The Double Helix , James Watson’s 1968 memoir about discovering the structure of DNA, describes the roller coaster of emotions he and Francis Crick experienced through the progress and setbacks of the work that eventually earned them the Nobel Prize. After the excitement of their first attempt to build a DNA model, Watson and Crick noticed some serious flaws. According to Watson, “Our first minutes with the models…were not joyous.” Later that evening, “a shape began to emerge which brought back our spirits.” But when they showed their “breakthrough” to colleagues, they found that their model would not work. Dark days of doubt and ebbing motivation followed. When the duo finally had their bona fide breakthrough, and their colleagues found no fault with it, Watson wrote, “My morale skyrocketed, for I suspected that we now had the answer to the riddle.” Watson and Crick were so driven by this success that they practically lived in the lab, trying to complete the work.

Throughout these episodes, Watson and Crick’s progress—or lack thereof—ruled their reactions. In our recent research on creative work inside businesses, we stumbled upon a remarkably similar phenomenon. Through exhaustive analysis of diaries kept by knowledge workers, we discovered the progress principle : Of all the things that can boost emotions, motivation, and perceptions during a workday, the single most important is making progress in meaningful work. And the more frequently people experience that sense of progress, the more likely they are to be creatively productive in the long run. Whether they are trying to solve a major scientific mystery or simply produce a high-quality product or service, everyday progress—even a small win—can make all the difference in how they feel and perform.

Of all the things that can boost inner work life, the most important is making progress in meaningful work.

The power of progress is fundamental to human nature, but few managers understand it or know how to leverage progress to boost motivation. In fact, work motivation has been a subject of long-standing debate. In a survey asking about the keys to motivating workers, we found that some managers ranked recognition for good work as most important, while others put more stock in tangible incentives. Some focused on the value of interpersonal support, while still others thought clear goals were the answer. Interestingly, very few of our surveyed managers ranked progress first. (See the sidebar “A Surprise for Managers.”)

In a 1968 issue of HBR, Frederick Herzberg published a now-classic article titled “One More Time: How Do You Motivate Employees?” Our findings are consistent with his message: People are most satisfied with their jobs (and therefore most motivated) when those jobs give them the opportunity to experience achievement.

The diary research we describe in this article—in which we microscopically examined the events of thousands of workdays, in real time—uncovered the mechanism underlying the sense of achievement: making consistent, meaningful progress.

But managers seem not to have taken Herzberg’s lesson to heart. To assess contemporary awareness of the importance of daily work progress, we recently administered a survey to 669 managers of varying levels from dozens of companies around the world. We asked about the managerial tools that can affect employees’ motivation and emotions. The respondents ranked five tools—support for making progress in the work, recognition for good work, incentives, interpersonal support, and clear goals—in order of importance.

Fully 95% of the managers who took our survey would probably be surprised to learn that supporting progress is the primary way to elevate motivation—because that’s the percentage that failed to rank progress number one. In fact, only 35 managers ranked progress as the number one motivator—a mere 5%. The vast majority of respondents ranked support for making progress dead last as a motivator and third as an influence on emotion. They ranked “recognition for good work (either public or private)” as the most important factor in motivating workers and making them happy. In our diary study, recognition certainly did boost inner work life. But it wasn’t nearly as prominent as progress. Besides, without work achievements, there is little to recognize.

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If you are a manager, the progress principle holds clear implications for where to focus your efforts. It suggests that you have more influence than you may realize over employees’ well-being, motivation, and creative output. Knowing what serves to catalyze and nourish progress—and what does the opposite—turns out to be the key to effectively managing people and their work.


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