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Review weight loss clinic+Jenny Craig Grand+Integrative Medicine+Phentermine Clinics Grand Junction – Video

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Review weight loss clinic+Jenny Craig Grand+Integrative Medicine+Phentermine Clinics Grand Junction
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Spanish Society of Critical Care Medicine invites you to the X Pan American Congress 2014 – Video

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Spanish Society of Critical Care Medicine invites you to the X Pan American Congress 2014
Dr. Llus Blanch, President of the Spanish Society of Critical Care Medicine, invites you to the X Pan American Congress 2014, which will be celebrated in Ma...

By: Sociedad Espaola de Medicina Intensiva

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Spanish Society of Critical Care Medicine invites you to the X Pan American Congress 2014 - Video

Duke Health System CEO appointed to head Institute of Medicine – Boston.com

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Duke University Health SystemDr. Victor J. Dzau, the current president and CEO of Duke University Health System

Dr. Victor J. Dzau, the current president and CEO of Duke University Health System and chancellor for health affairs at Duke University, has been appointed to a six-year term as the next president of the Institute of Medicine (IOM), effective July 1, 2014. Dr. Dzau will take over the lead role from Dr. Harvey Fineberg, who served in the position for twelve years.

Dr. Dzau began his career in medicine as a cardiologist, having previously taught at Harvard Medical School and served as chair of the department of medicine. He also worked at Brigham and Womens Hospital as the director of research. His ongoing award-winning research has been key in the development of cardiovascular drugs, as well as techniques to repair tissue damage from heart attacks and heart disease using stem cell therapies.

Dr. Eugene Braunwald, often called the father of modern cardiology and a professor of medicine at Harvard Medical School, has known Dr. Dzau for more than 40 years and worked with him at many different stages of his career at Brigham and Womens Hospital and Partners Healthcare. In an interview Wednesday he called the upcoming IOM president a force of nature.

He is what I would call a talented, quadruple threat. A great physician, inspiring teacher, and a very creative scientist, said Dr. Braunwald, who trained Dzau when he was a resident at Brigham and Womens and continued to work with him on cardiovascular research when Dr. Dzau became chief resident, and then faculty at Harvard Medical School. The quadruple threat is that he also sees the larger picture. Hes interested in areas of medicine that most academic physicians have stayed away from. His work and ideas in global and community-based medicine have left an important heritage at each institution where hes worked.

After nearly a decade at Duke, Dr. Dzaus leadership has been credited with the launch of a number of innovative and global-focused medical institutions, including the Duke-National University of Signapore Graduate Medical School, Duke Global Health Institute, Duke Institute for Health Innovation, Duke Cancer Institute, as well as the Duke Translational Medicine Institute.

Im deeply honored to become the next president of the IOM and recognize the critically important role that the IOM will have in improving the health of the nation at a time of extraordinary evolution in biomedical research and health care delivery, Dzau said in a press release from Duke University Health System. The explosion of new data resources, novel technologies and breathtaking research advances make this the most promising time in history for driving innovations that will improve health care delivery, outcomes and quality.

As the health sciences extension of the National Academy of Sciences, the Institute of Medicine is known for its leadership in advancing health sciences and objective medical research nationally as a nonprofit academic research organization. The outgoing IOM president, Dr. Harvey Fineberg (previously Dean of the Harvard School of Public Health) has lead the nonprofit for twelve years. His focus and research have centered around public health policy and an improvement in informed medical decision making.

This leaves the medical community wondering what Dr. Dzau will bring to the Institute.

As a former chairman of the Association of Academic Health Centers (AAHC), Dr. Dzau advocated for the innovative transition of academic medical and health centers into institutions that can survive the rapid transitions in the health care industry. In a recent article in the New England Journal of Medicine, Dr. Dzau discusses the uncertain future of academic medical centers. He argues that industry pressures and cost restraints from the Affordable Care Act limit the research and education-based missions of teaching hospitals.

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Duke Health System CEO appointed to head Institute of Medicine - Boston.com

Why Jerk Bosses Make People Worse At Their Jobs

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"Most of my friends in medicine have witnessed flagrant episodes of hospital bullying and have juicy tales to tell," Harvard Medical School student Ilana Yurkiewicz writes at Aeon Magazine. "But medical disrespect is usually far less dramatic, dished out in the form of micro-aggressions: exasperated sighs, a sarcastic tone, the dismissal of alternative ideas."

This comes from an entrenched--and fundamentally flawed--conception of how learning happens, she says: "that harshness creates competence." While most docs, she says, are compassionate caregivers, there remain misunderstandings about how social interactions shape outcomes. They include:

(The idea that) that fear is good for doctors-in-training and, by extension, good for patients. That public shaming holds us to higher standards. Efforts to change the current climate are shot down as medicine going "soft."

The only problem with this treat 'em mean, keep 'em keen kinda thinking is that it runs counter to all of the research.

As we've talked about before, bossing people around backfires because it breeds resistance, reticence, and retribution. In the case of business a shame culture dams the flow of new ideas; in medicine it puts patients' lives in danger.

As Harvard health policy professor Lucian Leape says, a culture of disrespect is a barrier to patient safety, since "it inhibits collegiality and co-operation essential to teamwork, cuts off communication, undermines morale, and inhibits compliance with and implementation of new practices."

As Yurkiewicz contends, good medicine (and really any good work environment) is an ecosystem, with younger and elder docs and nurses and administrators all working in conjunction.

But shaming makes for dysfunction. When the ecosystem's working well, then junior residents ask seniors about things they're confused on, senior residents relay anything they can't resolve to the attending physicians, which allows for the questions to reach the appropriate level of expertise. Then the action goes back down: once a decision is made, the most junior docs carry out the decision and learn by doing. But jerkiness clogs these connections, Yurkiewicz says; "when anger and intimidation flow down, information stops flowing up."

Cultures replicate themselves because senior people model behavior to junior people: "I went through this, so you should to" is a suiting refrain. As the New Yorker has reported, one reason so many of us work insane hours is because our bosses do the same. Same goes for the entrenchment of jerkiness; to not be cruel to your employee is to be "soft," and soft is bad.

To put it in marketing speak, jerkiness needs a rebranding. It should be acknowledged by leadership as idea-stifling rather than as a badge of honor, as sociologist Bren Brown is always reminding us. But it's not that the jerks and bullies are evil; they just have low emotional intelligence, which can be corrected for--given the right kind of conversation.

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Why Jerk Bosses Make People Worse At Their Jobs


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