• Published on: Jul 14, 2021
  • 1 minute read
  • By: Raj Dwivedi

Telemedicine, COVID-19 And Liver Diseases

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  • For liver diseases, there have been successful experiences with the use of different modalities of telemedicine [i.e. asynchronous telemedicine (analysis of patient's data by a single physician or multidisciplinary team), synchronous real-time patient management and tele-education]
  • Our Telemedicine program showed successful results as the sustained virologic responses achieved by those patients treated in primary care settings under the expert guidance.
  • Currently, this type of care is considered a vital tool for the goal of global elimination of HCV infection.In addition to HCV management, telemedicine offers opportunities for a better management of patients with chronic liver diseases by increasing their access to tertiary care, thus improving efficiency of healthcare delivery at reasonable cost .
  •  We forsee expansion of telemedicine into other areas of hepatology is desirable and hold potential for improving management of pre- and post-liver transplant patients, patients with hepatocellular carcinoma (HCC) and patients with both compensated and decompensated cirrhosis.
  • It is important to note that in liver transplant setting existing data suggest that use of telemedicine may expedite evaluation and listing of patients referred to liver transplant centers and could improve outcomes (hospital readmissions, and quality of life) after liver transplantation.
  • In the case of HCC, telemedicine aslo offers the possibility of multidisciplinary evaluation in virtual tumor boards leading to tailored and more effective treatments . Finally, in cirrhosis, telemedicine may enhance self-care and facilitate HCC surveillance eventually preventing readmissions in recently hospitalized patients.
  • With the onset of COVID-19 pandemic everyone has forced the implementation of telemedicine actions for many liver patients.
  • Major international societies have released recommendations encouraging the use of remote care to manage patients with all liver diseases, particularly liver transplant patients.
  • However, the crisis will seriously impact cirrhosis care with social distancing and isolation causing major delays in elective procedures and routine care with potential overwhelm of medical centers managing postponed and potentially decompensated patients in the upcoming months.
  • Developing robust telemedicine programs and revamping remote care initiatives in hepatology will be critical during COVID times. The next challenge will be how to integrate telemedicine into routine clinical care beyond the COVID-19 pandemic.
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meetings

Walking Meetings via Voice Chat: A Smarter Way to Boost Health and Productivity in Remote Teams

Remote work has transformed how teams collaborate, but it has also increased sedentary behaviour. Long hours of sitting in front of screens contribute to fatigue, musculoskeletal pain and reduced mental focus. In this context, walking meetings conducted via voice chat have emerged as a simple yet effective corporate wellness practice that aligns productivity with health.

Walking meetings do not require additional time, special equipment or complex planning. They simply reimagine how meetings are conducted.

 

The Sedentary Challenge in Remote Work

According to WHO and ICMR data:

  • prolonged sitting increases the risk of heart disease, diabetes and musculoskeletal problems

  • remote employees often sit longer than office-based workers

  • screen fatigue negatively affects mental health and productivity

Traditional video meetings unintentionally reinforce inactivity.

 

What Are Walking Meetings?

Walking meetings are conversations held while participants walk instead of sitting.

In remote settings, these meetings:

  • are conducted via voice calls

  • eliminate the need for video screens

  • allow participants to move freely

They are ideal for one-on-one discussions, team check-ins and brainstorming sessions.

 

Why Voice Chat Works Best for Walking Meetings

Voice-only meetings:

  • reduce screen dependency

  • allow safer movement

  • encourage active listening

Without visual distractions, participants often engage more deeply in conversation.

 

Health Benefits of Walking Meetings

Reduced Sedentary Time

Even short walks help:

  • improve blood circulation

  • reduce stiffness

  • activate muscles

WHO recommends breaking prolonged sitting every 30–60 minutes.

 

Cardiovascular Support

Regular walking:

  • improves heart health

  • lowers blood pressure

  • supports metabolic health

Incorporating movement into meetings contributes to daily activity goals.

 

Musculoskeletal Relief

Walking reduces:

  • neck and back strain

  • shoulder tension

  • joint stiffness

This is particularly valuable for desk-bound employees.

 

Mental Health and Cognitive Benefits

Improved Focus and Creativity

Movement increases blood flow to the brain.

Studies cited by Lancet show that walking enhances:

  • problem-solving

  • creativity

  • memory recall

Many people report clearer thinking during walking discussions.

 

Stress Reduction

Walking helps:

  • lower cortisol levels

  • improve mood

  • reduce mental fatigue

This supports emotional wellbeing in high-pressure work environments.

 

Productivity Benefits for Organisations

Walking meetings:

  • reduce meeting fatigue

  • improve engagement

  • shorten meeting duration due to focused discussion

Employees often return to tasks feeling refreshed rather than drained.

 

Cultural Shift Toward Wellness-Oriented Work

Encouraging walking meetings signals:

  • trust in employees

  • commitment to wellbeing

  • flexibility in work culture

This improves morale and retention.

 

How to Implement Walking Meetings in Remote Teams

Simple steps include:

  • designating certain meetings as “audio-only”

  • encouraging participants to walk indoors or outdoors

  • keeping meetings concise

  • sharing agendas in advance

Clear guidelines ensure safety and effectiveness.

 

Safety and Practical Considerations

Best practices include:

  • avoiding walking in unsafe or crowded areas

  • using earphones for clarity

  • walking at a comfortable pace

  • pausing movement when taking notes

Inclusivity is important—walking should be optional, not mandatory.

 

Who Benefits Most from Walking Meetings?

Walking meetings are especially helpful for:

  • remote workers

  • hybrid teams

  • roles with frequent discussions

  • employees experiencing screen fatigue

They are less suitable for data-heavy presentations.

 

Walking Meetings as Part of Corporate Wellness Programs

Walking meetings complement:

  • ergonomics initiatives

  • mental health programs

  • physical activity challenges

They integrate wellness into daily workflows rather than adding extra tasks.

 

Long-Term Impact on Workplace Health

Over time, organisations adopting movement-friendly practices observe:

  • reduced burnout

  • improved energy levels

  • healthier work routines

Preventive health strategies are most effective when embedded into daily habits.

 

Role of Preventive Healthcare Awareness

NITI Aayog and WHO emphasise lifestyle modification as a core preventive health strategy.

Walking meetings align perfectly with this approach by:

  • reducing inactivity

  • promoting movement

  • supporting mental wellbeing

Small changes deliver cumulative benefits.

 

Conclusion

Walking meetings conducted via voice chat are a practical, low-cost and highly effective way to improve employee health and productivity in remote teams. By replacing sedentary meetings with movement-based conversations, organisations can reduce screen fatigue, enhance focus and support long-term wellbeing. In a remote-first world, walking meetings represent a smarter way to work—where productivity and health move forward together.

 

References

  • World Health Organization (WHO) – Physical Activity and Sedentary Behaviour Guidelines
  • Indian Council of Medical Research (ICMR) – Lifestyle and Non-Communicable Disease Reports
  • Lancet – Physical Activity, Cognition and Workplace Health Studies

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