Microstory 2545: Obstetrician

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I’m technically trained as an OB-GYN, but I practice obstetrics. It wasn’t always like that. For years, I worked as an Associate Physician at a private practice for years. I worked there in that capacity for a little too long, in fact. I should have been on the partner track. My boss kept telling me that he would let me buy into the practice to join them one day, but it never happened. It was a boy’s club, and probably not my best idea to apply there in the first place. But I absolutely adored my patients, so I stuck with it. Finally, I had had enough of being dismissed and sidelined. I started focusing on starting my own practice, at first while I was still employed, but then not once they found out, and fired me over it. “If you don’t wanna work here, then don’t work here!” Well, they had to pay into my unemployment insurance by not letting me quit, so who’s the loser now? Sorry, I get a little frustrated, even though I’ve left them in the dust. Starting my own practice was a huge struggle. I had trouble securing the loan, and no one in the industry wanted to work with me, because my old bosses bad-mouthed me to them. I was distraught. I didn’t know what to do. I started reapplying to other practices, but had no luck. I finally decided to just move out here to Kansas. I didn’t even have a job lined up. I kind of just threw a dart on a map, and took what looked interesting. I can’t remember the connection, but someone I knew knew someone who knew someone who blah, blah, blah. I had some six degrees of separation from Landis. They asked me to come work for them for their new legacy department. So, it’s not the same thing as actually owning your own practice, but I’m still the one who runs the place. I make all the decisions, and care for our patients the way I know they should be treated. As I said, I practice mostly obstetrics now, but that’s more of the way we frame it. Obviously, if one of my patients who had her child years ago comes to me with an issue in my department, I’m not going to turn her away. She lives here, and it’s my job to treat her. Oh, my old bosses were so upset when they found out that the Foundation picked me. They actually tried to do the same thing that they did for all the practices in my original area, in the hopes that they would be selected instead. What a bunch of jerks. They still won’t talk to me. They act like I stole their jobs. But my colleagues have my back, and I wouldn’t have it any other way. I don’t think that my patients would either.

Microstory 2532: Ethicist

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I have my fingerprints in every department. Running an organization, be it a for-profit business, or a charity, or a weird thing in between that’s never been done before, is complicated. My job is all about questions, and never about answers. The most important questions don’t have answers. I prefer to call them responses or decisions, depending on the semantics. Should you charge for your services? How much? And the weird ones like, how much should you pay? How do you decide who gets what, or gives what, or what! I came onboard rather early on to help come to the best possible decisions. They’ve not always listened to me. They insisted on this model, and only accepted a few of my tweaks, but the principle stands. We use a sliding scale fee model that charges more to people with more means. It’s not uncommon in certain industries, such as health care and legal aid. We may have come up with this particular variant, but it happens all the time. I didn’t want to do it because I generally prefer to see an organization like this run on donations. It’s cleaner, better understood by the public, and just generally easier to accept. They could still give their charitable donations to their clients, but the money would be coming in from any and all sources. Don’t limit yourself to only your own clients. That was my reasoning, anyway. I was wrong. The system works. We have a donation portal and people do contribute, but most of our revenue is supported by the wealthiest patients, who have proven themselves to be more than happy to give what they can. Never underestimate a person’s value of their own health and life. Some would do just about anything to survive, and by simply charging them money for it, we take away some of the less savory options. We would all like to see the black market organ transplant network meet its end. Anyway, I’m still here, because we still run into ethical quandaries, which require finding the best response available. The executives don’t mistreat their employees, and not just because I’m here, but it’s always safer to have someone overseeing it than to just hope it doesn’t drift. I watch for abuse of power, and mishandling of funds, and living conditions of the campgrounds, as well as our neighboring hotels. I make sure the waiting rooms are clean and stocked, and people with mobility issues aren’t left standing in line too long. I can’t make any changes to these policies myself, but I advise the leadership on what they can do to improve conditions. I’m glad that they made the decision early on to hire someone like me. Even if it isn’t me, someone ought to be doing it, and other companies could stand to model their business a little more like this one.