Dreams of Co-Management

Blond Boy CryingWe start life ruled by passion. We clench our fists, howling at hunger pains and wet diapers. We swing from elation to rage, driven by desire.

Eventually, we grow up. We learn to control emotion. But passion continues to fuel our dreams throughout life. Life absent passion is death.

Dreams of Co-Management

Doctors have audacious dreams. They want a say in how patients receive medical care. They want an equal voice in decisions about medicine.

Some call these dreams arrogance. Continue reading “Dreams of Co-Management”

Crisis of Trust – Doctors Vote No

harry-potter-philosophers-stoneOrphans make great fiction. Harry Potter leads a long list with Tom Sawyer, Anne of Green Gables and Oliver Twist.

Children need someone to trust. They cannot be children and fight the world at the same time. Abandonment is held with universal disdain.

Doctors feel abandoned. Over 61% voted No to a tentative deal that promised cuts and underfunding for 4 years.

The Wynne government has squandered money for medical services, by gambling on windmills and pension plans. Health Minister Hoskins makes a point of belittling doctors for working hard in the system his government created, while every other public union gets contracts, with raises.

Doctors feel abandoned by government.

Many doctors feel the same about the Ontario Medical Association (OMA).

No one can accuse the OMA of bargaining in bad faith. The OMA was determined to promote the 2016 Tentative Physician Services Agreement and spared no expense in advertising.

Robocalls, personal phone contact on the weekends, slick campaign ads by email, video interviews, dozens of roadshows, tele-townhalls, local medical meetings, letters to the editor and a massive social media campaign pushed doctors to vote Yes.

No one knows, but people guess it cost between $1 million to $3 million. This ignores hours of OMA staff time, as other work got put on hold.

The OMA has never tried so hard to convince their members to ratify a contract.

And that’s the problem.

The board endorsed the New Deal. It was wise to share it with members. But endorsement morphed into promotion and desperate advocacy.

Desperation creates blindness and drives odd behaviour. Superior Court Justice Perell ruled that the OMA Board’s Executive Committee had “abused the authority provided to it” and created an “unhelpful, unclear,  unbalanced, and unfair” voting process.

Perell called the Exec “sneaky”.

Addendum: One physician leader insisted that Perell called the “OMA” sneaky. Legal opinion did not back up that statement, although it is not 100% clear. Regardless, whether Purell referred to the Exec, the whole Board or the OMA writ large, his comments are damning. We must get on and face the fact that the comments exist and stop blaming people for drawing attention to them. 

We must not judge too quickly. Passionate beliefs make people double down and pour in more energy, precisely when they should step back. Double or nothing seems logical at the worst time.

A wise friend said that, People with weak arguments hold the bitterest resentment for those who do not support them. People with strong arguments do not need endorsement. Their case stands on its own merit.

The OMA bet everything on promoting a Yes vote and lost doctors’ trust in the process. Many of us might have made the same mistake.

Crisis of Trust

Warren Buffett said, “It takes 20 years to build a reputation, and 5 minutes to ruin it.” It takes years of effort, sacrifice and principled behaviour to earn the trust that creates lasting change.

Doctors need someone to watch their back, so that they can focus on patients. Doctors cannot provide care with one hand on their sword.

Many believe that the massive No vote is a vote of non-confidence in the OMA.

How to Rebuild Trust

Healing starts with taking other people’s beliefs seriously, regardless of our opinions about those beliefs.  Denying a crisis of trust guarantees more failure.

For leaders, staff opinion must trump leadership ‘facts’. When staff members firmly believe that leadership betrayed them, leaders cannot fix it by proving their staff has no right to feel that way. Leaders win trust with behaviours and outcomes, not arguments and facts.

Doctors know this. When grieving parents attack us, it does not help to debate the best way to resuscitate a dying toddler. We want to run away when lawyers show up, but that is exactly the time to engage with compassion.

Leaders must deal with beliefs and emotions before process and projects. We must take the accusations of our most passionate critics with utmost seriousness.

If government is a reckless, absent parent, then the OMA must be the dependable one. The OMA must win the right to be trusted. It can be done. But it will be costly, in many ways. We need the courage and humility to start.

The OMA must prove to doctors that it values its members before anything else; that it will never abandon them. That might require painful sacrifice. But it’s essential. Orphaned doctors do not provide great care.

General Meeting of the Membership

AllStream CentreAnyone who has ever video taped an event knows that important things  happen off screen. The camera lies.

Historians write history long after collecting all the details and stringing them together. They interpret events and find meaning. They might even use video clips.

General Meeting of the Membership

Eight hundred doctors attended the General Meeting of the Membership, on Sunday, August 14, the second one since 1880.

The first one took place at Maple Leaf Gardens in Toronto, in 1991 over a rotten contract. That time, around 1500 doctors sat in hockey bleachers and left disappointed; the OMA President had collected thousands of proxy votes and crushed the uprising easily.

The contract was ratified. Doctors endured almost 10 years of ’Social Contract’ abuse that ended with 2 million Ontarians without a family doctor.

Almost Perfect

This meeting was different. The OMA pulled together one of its best-organized meetings, in less than 6 weeks.

No expense was spared.

Attendees stretched out in a room prepared to seat 4000, plus overflow. Everyone else watched it live online, from the middle of their summer vacations.

Hartley R. Nathan policed the meeting. He wrote Nathan’s Company Meetings Including Rules of Order and is the expert on parliamentary process in Canada.

Mr. Nathan whispered to the Chair all afternoon, until the Chair closed the meeting with: “This meeting is now terminated.

Doctors loved the opening speeches, an ersatz debate almost. They cheered as the underdogs approached the stage, brave upstarts challenging the establishment.

A reverent hush filled the room, while the next speakers assembled. No one dared whisper or fidget as the Co-Chair of Negotiations adjusted the mike.

The army of security guards had an easy day. Fearing the worst, organizers thought of everything. They made speakers line up at separate microphones, labelled ‘For’ and ‘Against’. It helped the Chair alternate sides and prevented shoving in the lineups.

Squabbles

Only once, a group of medical students and trainees swarmed the microphones.

One doctor had questioned whether trainees knew much about running a medical business in their ‘naiveté’: Did their opinion really matter?

With good reason, students responded. A few went too far. One said most working doctors could never get into a modern medical school.

The issue was not settled. Students do not get to vote on residents’ contracts.

Thankfully, the fracas ended quickly.

Many doctors said they wished that biannual Council meetings could be as fair and open. They loved debate that ran as long as necessary and only ended after speakers ran out of words.

The crowd discussed 3 motions over 5 hours. At that rate, Council might complete business in 7 days, instead of the usual Saturday – Sunday meetings.

Existential Impact

Now we wait to hear from the official counters-of-the-vote. As memories fade and blend with official records, we will decide what this General Meeting means, if anything at all.

Will it prove that activism can never change a nationalized industry?

Will it show that doctors cannot change their own organization from the outside?

Or will it mark a watershed in medical politics, the point when the populace rose up and said, “Enough!

In the tangled meaning that emerges, one thing is certain: healthcare in Ontario is in trouble, and this marks the start of change.