Biomedical subjects

John G Bruhn

Publications and source records attributed to John G Bruhn.

5 recordsLinked to original sources

PubMedDate not supplied

The mind as a process.

Essentially all behavior is regulated by the brain in response to information received from within the body or from the environment. The tangible structures of the brain serve as devices for processing thoughts and emotions as well as information. Stored among the interacting neural structures are memories of past experiences and responses to them. These intangibles participate in determining the decisions made and the actions performed by the brain's structures. There are valuable studies of the clinical and neurological effects of environmental stimuli, but we need to learn more about the processes that lead to these effects. More definitive correlations could be made between environmental stimuli and the neurological pathways they create by studying individual's real life experiences rather than laboratory simulations alone.

Anger↗

PubMedDate not supplied

The ethic of "the organizational good": is doing the right thing enough?

An organization whose members are acculturated to behave morally according to specified principles practices "the organizational good." "The organizational good" is the soul of an organization; it should not change. If the Board of Directors, Chief Executive Officer, managers, and members reinforce ethical principles by modeling them, an organization can thrive; if not, the organization may become ethically bankrupt. It is the premise of this article that the increasingly common errant behavior of some organizations and their Chief Executive Officers today is because they do not practice the ethic of "the organizational good."

Administrative Personnel↗

PubMedDate not supplied

Leaders who create change and those who manage it. How leaders limit success.

There is no formula for either leading or managing change. Every organization and leader is unique. Leading change, however, is more art than science. Managing change is more science than art. Leading change is not simply a matter of a leader's style or personality; it is a leader's philosophy of how to generate and mobilize the total resources of an organization to enable it to be its best. Managing change, on the other hand, is focused on maintaining stability in an organization and containing the effects of unwanted and unexpected change. Leaders set the limits of success in their organizations by how they manage change. The different approaches of 2 leaders who have created change to correct problems in our health care delivery system are discussed.

Attitude of Health Personnel↗

PubMedDate not supplied

Looking good, but behaving badly: leader accountability and ethics failure.

Making the bottom line is a fact of life in the business and corporate world. However, when organizations and their leaders become fixated on the bottom line and ignore values, an environment conducive to ethics failure is nurtured. Ethics failure has focused almost exclusively on the behavior of organizational leaders. However, it is the interaction of the culture of organizations and the character of their leaders that create the environment and social situations conducive to ethics failure. Although ethics failure is not totally preventable, there are usually warning signs early in the recruitment process of prospective CEOs that predict ethics failure. The author suggests that specific up-front questions be asked to ascertain the ethical fitness of prospective CEOs.

Commerce↗

PubMedDate not supplied

The lost art of the covenant: trust as a commodity in health care.

Physicians argue that the advent of managed care has turned medicine into a business and that they spend more time learning the art of doing business than practicing medicine, while losing their professional spirit, patient loyalty, autonomy, and income. Medicine was a business before it was a science. Holding on to Hippocratic ideals in a world of on-demand consumers has made the covenantal physician-patient relationship ineffective and devoid of mutual trust. Physicians have argued that trust is time-dependent and a casualty of time-bound managed care guidelines. The author suggests that the principle of trust is not outdated, not exclusively time-dependent, and is still relevant to a modern Hippocrates loyalist. A relationship of trust is built on the style and quality of verbal and nonverbal communication. Trust is not an acquired trait; it is an expectation resulting from an interactive process of human concern and caring.

Delivery of Health Care↗