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Fired Via E-Mail, And Other Tales Of Poor Exits
(p. F6)Laid Off/Let Go/RIF'd-- and Insulted Too
By Amy Joyce
Washington Post Staff Writer
Sunday, September 10, 2006; Page F01
http://www.washingtonpost.com/wp-dyn/content/article/2006/09/09/AR2006090900103.html
Fair Use Quote follows:
If any of the members of this forum wonder why there seem to be so many
disgruntled ex-military physicians hanging around a medical student forum,
the article above explains a lot.
Several of us were essentially "fired" by the military for speaking out as
patient advocates for quality medical care. Instead of rewarding officers
for their courage and integrity, the U.S. military medical system engaged in vicious
attacks on our professional and personal lives. Some of us were ordered to get
psychological evaluations for being "troublemakers"...this after up to ten years of
successfully treating patients as clinical physicians, and teaching med students as
professors (hard to do with serious psych issues). Some of us got Letters of
Reprimand/Admonishment/Counseling with no prior notice. There was no RESPECTFUL
attempt by administrative coward Colonels and Captains to understand WHY we should
be sacrificing our careers and pensions to speak out for patient safety. There was no
RESPECTFUL attempt to say: "O.K., you found a problem. Here's some responsibility and
authority. You fix it." Instead, what we have found, to a man and a woman, is that the
mindset of those currently in charge of military medicine focuses on neutralizing and
destroying all sources of dissent. It goes beyond kneejerk institutional defensiveness:
it is really a strong, anti-intellectual streak which is positively rewarded by the system,
resulting in the stupidest and most craven attaining the highest positions on the org chart,
while the smartest and bravest flee with the tattered shreds of their personal and professional dignity.
For more on the anti-intellectual nature of the military in general, read
these provocative articles, published, not by a liberal rag, but by the U.S.
Army War College and Army Magazine (a publication of the AUSA):
http://www.carlisle.army.mil/USAWC/PARAMETERS/05winter/mastroia.htm
Occupations, Cultures, and Leadership in the Army and Air Force
by (Reserve LtCol) GEORGE R. MASTROIANNI
AND
http://www.ausa.org/webpub/DeptArmyMagazine.nsf/byid/CCRN-6CCS4R
The Uniformed Intellectual and His Place in American Arms: Part I
by COL. LLOYD J. MATTHEWS, USA Ret.
Of note, both articles criticize the Army as well as its sister services.
General Colin Powell asserted in his Powell Doctrine (http://en.wikipedia.org/wiki/Powell_Doctrine)
that the U.S. military needs a plausible exit strategy before committing blood and
treasure to an operation. What is your exit strategy from military medicine?
Hint: the best exit strategy, in warfare and in life, is not to enter a bad situation in the
first place.
--
R. Carlton Jones, M.D.
ex-LtCol, USAF, MC
ex-Medical Director of Anesthesia, Travis AFB, CA
ex-Assistant Chief Anesthesiologist, Andrews AFB, MD
ex-Assistant Professor of Anesthesiology, USUHS
Harvard '85, USUHS '90, WHMC residency 1994
Board-Certified Anesthesiologist since 1995
Patriotic American Civilian Veteran since 1 July 2005
http://www.medicalcorpse.com
webmaster_AT_medicalcorpse_D0T_com
Nemo Me Impune Lacessit, Y'all
(p. F6)Laid Off/Let Go/RIF'd-- and Insulted Too
By Amy Joyce
Washington Post Staff Writer
Sunday, September 10, 2006; Page F01
http://www.washingtonpost.com/wp-dyn/content/article/2006/09/09/AR2006090900103.html
Fair Use Quote follows:
Management experts agree that there is no great way to fire someone. The
"respectful way is to let someone know in person," said Clay Parcells,
regional manager with Right Management Consultants, a company that helps
workers transition into new careers after they have been fired/downsized /let
go/RIF'd. "No one feels good about being let go, irrespective of if they are
being told in person or in an e-mail. They just gain a lot of respect as an
employer of choice if it's done respectfully."
That respect can help the company's reputation. Done poorly, employees leave
embittered, Siegel said. "They become the greatest unraveler of your best
marketing campaigns and go into the community with nothing but negative
assessments of the employer and make it difficult to recruit any new talent."
If any of the members of this forum wonder why there seem to be so many
disgruntled ex-military physicians hanging around a medical student forum,
the article above explains a lot.
Several of us were essentially "fired" by the military for speaking out as
patient advocates for quality medical care. Instead of rewarding officers
for their courage and integrity, the U.S. military medical system engaged in vicious
attacks on our professional and personal lives. Some of us were ordered to get
psychological evaluations for being "troublemakers"...this after up to ten years of
successfully treating patients as clinical physicians, and teaching med students as
professors (hard to do with serious psych issues). Some of us got Letters of
Reprimand/Admonishment/Counseling with no prior notice. There was no RESPECTFUL
attempt by administrative coward Colonels and Captains to understand WHY we should
be sacrificing our careers and pensions to speak out for patient safety. There was no
RESPECTFUL attempt to say: "O.K., you found a problem. Here's some responsibility and
authority. You fix it." Instead, what we have found, to a man and a woman, is that the
mindset of those currently in charge of military medicine focuses on neutralizing and
destroying all sources of dissent. It goes beyond kneejerk institutional defensiveness:
it is really a strong, anti-intellectual streak which is positively rewarded by the system,
resulting in the stupidest and most craven attaining the highest positions on the org chart,
while the smartest and bravest flee with the tattered shreds of their personal and professional dignity.
For more on the anti-intellectual nature of the military in general, read
these provocative articles, published, not by a liberal rag, but by the U.S.
Army War College and Army Magazine (a publication of the AUSA):
http://www.carlisle.army.mil/USAWC/PARAMETERS/05winter/mastroia.htm
Occupations, Cultures, and Leadership in the Army and Air Force
by (Reserve LtCol) GEORGE R. MASTROIANNI
"There is an absolutist and anti-intellectual strain in Air Force culture (as
many have observed in military culture more generally) that resonates with a
view of the world as simple and clear. Confidence in the intellectual
superiority of the Air Force over the other services coexists with what
sometimes appears to be contempt for the rough-and-tumble of open
intellectual discourse. The paradox of Air Force culture is that it can be
decidedly anti-intellectual—a circumstance perhaps not uncommon in
authoritarian cultures such as the military—but nevertheless convinced of its
intellectual superiority. This tendency is perhaps stronger in the Air Force
than in the other services.
These aspects of global Air Force culture also affect organizational forms
and penetrate the thinking of the rank and file, implicitly modeling a more
hierarchical, executive, personal model of decisionmaking that shapes the
culture of leadership in the Air Force. The responsibility of the Air Force
for controlling a component of the American strategic nuclear deterrent may
also have led to broad institutional reliance on organizational models
characterized by concentration and elevation of decisionmaking power in
highly centralized structures."
AND
http://www.ausa.org/webpub/DeptArmyMagazine.nsf/byid/CCRN-6CCS4R
The Uniformed Intellectual and His Place in American Arms: Part I
by COL. LLOYD J. MATTHEWS, USA Ret.
In 1890, U.S. Navy Captain Alfred Thayer Mahan published The Influence of Sea Power
Upon History, 1660-1783, the most influential book ever written by a serving officer
with the arguable exception of Clausewitz's On War. For this feat, his endorsing
officer, Rear Adm. Francis Ramsay, rewarded him on his fitness report with the
following glowing encomium: "It is not the business of a Naval officer to write books."
It is precisely this sort of attitude on the part of the bosses of military intellectuals
that has led such thinkers as H. G. Wells to claim that "the professional military
mind is by necessity an inferior and unimaginative mind; no man of high intellectual
quality would willingly imprison his gifts in such a calling." More amusing than Capt.
Mahan's poor fitness report but no less tragic in its import is this lament
from a Navy officer passed over for promotion: "I cannot understand why I
wasn't selected: I've never run a ship aground; I've never insulted a senior
officer; and I've never contributed [an article] to the Institute's
Proceedings."
Of note, both articles criticize the Army as well as its sister services.
General Colin Powell asserted in his Powell Doctrine (http://en.wikipedia.org/wiki/Powell_Doctrine)
that the U.S. military needs a plausible exit strategy before committing blood and
treasure to an operation. What is your exit strategy from military medicine?
Hint: the best exit strategy, in warfare and in life, is not to enter a bad situation in the
first place.
--
R. Carlton Jones, M.D.
ex-LtCol, USAF, MC
ex-Medical Director of Anesthesia, Travis AFB, CA
ex-Assistant Chief Anesthesiologist, Andrews AFB, MD
ex-Assistant Professor of Anesthesiology, USUHS
Harvard '85, USUHS '90, WHMC residency 1994
Board-Certified Anesthesiologist since 1995
Patriotic American Civilian Veteran since 1 July 2005
http://www.medicalcorpse.com
webmaster_AT_medicalcorpse_D0T_com
Nemo Me Impune Lacessit, Y'all