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Apology laws: Protecting th...
PracticeLink MagazineMay 14, 2015
Jeff AtkinsonJeff Atkinson
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Culture check
PracticeLink MagazineAugust 12, 2015
Teresa OdleTeresa Odle
Mark Slidell, MD has taken a break from his general surgery residency at Georgetown University Hospital to acquire a master’s degree in public health and focus on surgical outcomes research. He considers the extra education “another arrow to add to my quiver, an additional strength to offer.” Such a strategy is typical of a member of Generation X. Mark Slidell, MD has taken a break from his general surgery residency at Georgetown University Hospital to acquire a master’s degree in public health and focus on surgical outcomes research. He considers the extra education “another arrow to add to my quiver, an additional strength to offer.” Such a strategy is typical of a member of Generation X.
The New Generation of Leaders
PracticeLink MagazineJanuary 1, 2006
Teresa G. OdleTeresa G. Odle
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Leading the Way
PracticeLink MagazineJanuary 9, 2008
Judy CapkoJudy Capko
First Things First First Things First
Trading spaces
PracticeLink MagazineMay 14, 2007
Marilyn HaddrillMarilyn Haddrill
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Are you a bad boss?
PracticeLink MagazineApril 2, 2011
Julie SturgeonJulie Sturgeon
When Paul Rodenhauser, MD, now an emeritus professor of psychiatry at Tulane School of Medicine, was at another institution, he was continually ridiculed by the department chairman and vice-chairman. Over several years, the chair continued to criticize Rodenhauser’s work. One day, the chair admitted being jealous of him, but the admission didn’t stop the behavior. Fortunately, Rodenhauser had supportive peers and positive feedback from his work, including teaching awards, and there was a growing unpopularity of the two department leaders that helped balance the skewed reality of the encounters with his supervisors. When Paul Rodenhauser, MD, now an emeritus professor of psychiatry at Tulane School of Medicine, was at another institution, he was continually ridiculed by the department chairman and vice-chairman. Over several years, the chair continued to criticize Rodenhauser’s work. One day, the chair admitted being jealous of him, but the admission didn’t stop the behavior. Fortunately, Rodenhauser had supportive peers and positive feedback from his work, including teaching awards, and there was a growing unpopularity of the two department leaders that helped balance the skewed reality of the encounters with his supervisors.
Bully-busting basics
PracticeLink MagazineApril 2, 2011
Susan SarverSusan Sarver
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How to discover a practice’...
PracticeLink MagazineNovember 25, 2019
Therese KarstenTherese Karsten
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The business (school) of me...
PracticeLink MagazineMarch 28, 2014
By Karen ChildressBy Karen Childress
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What “managing up” can do i...
PracticeLink MagazineJuly 1, 2014
By E. Coy Irvin, M.D., MBABy E. Coy Irvin, M.D., MBA

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