By Dr. Seleem Choudhury
The importance of inspiration in leadership has been long known. When people are inspired by the behavior of an individual, that inspiration can shape actions, goals, and outcomes. Ultimately, those who inspire others not only have a “significant positive impact on their followers,” but also on social systems (Cakir, & Adiguzel, 2020).
By Dr. Seleem R. Choudhury
“Uberization" is a catchphrase that has quickly become part of common parlance in discussions about the pandemic-induced economy. Uberization is the movement by organizations to “replace fixed wage contracts with ‘dynamic pricing’ for labor” (Davis, & Sinha, 2021). It is transforming many elements of the economy and replacing employees employed by the organization with a type of self-employed or contract employee. In essence, it allows businesses to “recruit labour at a large scale in new ways” (Davis, & Sinha, 2021).
By Dr. Seleem R. Choudhury
Each one of us has deeply held beliefs that motivate us to action. This is part of what it is to be human. It is embedded in our humanity to pursue virtue, or a habitual and firm disposition to do good. Our character is inextricably linked with virtue, because good character is built through the practice and habituation of virtues.
By Dr. Seleem R. Choudhury
Nearly half of all Americans suffer from at least one chronic disease, and that number is growing (American Association of Retired Persons; Fried, 2017; Tinker, 2017). Chronic diseases—including cancer, diabetes, hypertension, stroke, heart disease, respiratory diseases, arthritis, obesity, and oral diseases—can lead to hospitalization, long-term disability, reduced quality of life, and death. Additionally, chronic diseases often require a long period of supervision, observation, or care (Rothman, & Wagner, 2003). To make matters more complicated, many patients have multiple morbidities, creating particular challenges for healthcare providers (Braillard, Slama-Chaudhry, Joly, Perone, & Beran, 2018).
By Dr. Seleem R. Choudhury
An organization’s “culture” is simply defined as the expected way to behave within an organization. Stated more simply, organizational culture is “the way things are done around here” (Deal & Kennedy, 2000). Culture is not written rules or guidelines, but rather the way we act and how we get work done. The values of a particular organizational culture are engrained into the life of the organization. When culture is found to be ineffective or, worse, toxic, leaders discover that it is extremely difficult to change.
By Dr. Seleem R. Choudhury
According to the United Nations, 75% of all COVID-19 vaccinations have been administered among just 10 countries, while 130 countries have not received even a single dose of the vaccine, as of mid-February 2021 (Al Jazeera, 2021). Global health and political leaders have condemned this unbalanced distribution of vaccines and are taking action to ensure vaccine equity. Dr. Tebros Adhanom Ghebreyesus, director-general of the World Health Organization (WHO), said in a recent address, “The world is on the brink of a catastrophic moral failure—and the price of this failure will be paid with lives and livelihoods in the world’s poorest countries” (United Nations, 2021).
By Dr. Seleem R. Choudhury
As an increasing portion of the global population continues to receive the COVID vaccine, public health experts, government officials, and healthcare professionals continue to monitor variants emerging around the world. With recent spikes of infections in India that have brought devastating death tolls and an overwhelmed healthcare system, it is clear that reaching the “end” of COVID and moving forward into a sense of normalcy will not be a straightforward process.
By Dr. Seleem R. Choudhury
Rather than having a supportive team, I instead experienced attempts to oust me from the position. It was an untenable position, and eventually I left. Afterward, many others in the organization voiced concerns that I was a victim of racism. While it is possible that my colour may have been one strand of motivation, I believe that the deeper issue was the unmanaged insecurity of the organization’s leaders that may have driven the negative behaviors from the start.
By Dr. Seleem R. Choudhury
The term “patient-centered care” is in vogue and utilized by health system administrators, marketing gurus, hospital staff, and clinicians alike. It’s a catchy phrase that resonates with stakeholders, and it sounds like something every healthcare organization would heartily embrace. However, the heart of patient-centered care and its implications for how care is actually provided to patients is not well understood.
By Dr. Seleem R. Choudhury
As a society, we have been enduring life in a pandemic for over half a year. Though we have been feeling the effects of COVID-19 for a long time, medically speaking the disease is still very new to us. It is important to remember that our knowledge is still developing regarding the virus and much remains unknown—specifically the long-term effects of the disease.
By Dr. Seleem R. Choudhury
Most organizations would agree that the greatest asset of any organization is its people. Yet, when it comes to employee engagement—the level of “enthusiasm and connection employees have with their organization” (Croswell, 2020)—leadership often considers employees as a whole rather than individual parts with their own goals and strengths.
By Dr. Seleem R. Choudhury
More people are infected with and have died from the coronavirus in the U.S. than anywhere else in the world, according to the available data at the time of this article’s publication (Andrew, 2020). Even with these astounding numbers, researchers are almost certain that the number of COVID-19 cases in the U.S. have been significantly undercounted, since individuals with few to no symptoms are rarely tested.
By Dr. Seleem R. Choudhury
More people are infected with and have died from the coronavirus in the U.S. than anywhere else in the world, according to the available data at the time of this article’s publication (Andrew, 2020). Even with these astounding numbers, researchers are almost certain that the number of COVID-19 cases in the U.S. have been significantly undercounted, since individuals with few to no symptoms are rarely tested.
The project was kick-started last summer when then PMC president Seleem Choudhury contacted Berenbaum about a report on social determinants of health in Addison County that she and Middlebury student Alessandria Schumacher ’17 coauthored in 2015. (Middlebury.edu)
