Radical Loving Care: Journal of Sacred Work

Days 333-337 The Doctor & The Blue Jay

   The enlarged photo of Dr. James "Nick" Baird signals an equally large truth. To tens of thousands Nick is larger than life. 

   But why is famous animal expert Jack Hanna there?

   The answer begins via a small story Nick told me. A story that revealed a great deal about one of the finest physician-caregiver-leaders I have known.

   Nick's dad went to West Point. When his young son wanted to hunt, Mr. Baird laid down a series of rules including this: "Son, you must always eat what you kill."

   Bad luck followed. The first animal Nick shot was a Blue Jay. The future doctor & national leader took one look at that odd meal & made a decision: He would rather care for animals than kill them. And he wanted to heal people as well. 

   When Nick graduated with honors from medical school, he chose as his patient's everyone's first caregiver, women; both new mothers & those that needed a gynecologist.   

   Ultimately, this exceptional being decided to do both: be a top notch obstetrician-gynecologist and express his passion for animals by being a special volunteer. One example says it all. In the early 1980s he helped deliver a baby gorilla & wrote a scholarly paper about the experience to help others! Thus began his friendship with Jack Hanna. 

   There is much more. Nick was Chief of Staff at Riverside Methodist Hospital when we met in 1983 during my interview process for President & CEO.

   Because he was a distinguished doctor & powerful leader in a crucial position I was anxious. Worry vanished when Nick greeted me with the same shy smile you see in the picture. I have met arrogant Chiefs of Staff. Nick could not have been humbler. 

   During our first year of working together all Nick's best traits were on display. He showed poise & fairness in dealing with his fellow physicians on the staff of Ohio's largest hospital. His elan, easy humor & sharp insight signaled that Dr. Baird was one of those rare physicians who could also lead.

   Soon after I became founding President & CEO of OhioHealth (formerly U.S. Health) I named Nick Senior Vice President & Chief Medical Officer. This gave him responsibilities beyond Riverside to include Grant Medical Center & the many other hospitals in our rapidly expanding system. 

  Thirteen years later, in 1999, Governor Bob Taft also saw Nick Baird's leadership abilities and appointed him to his cabinet as Director of the Ohio Department of Health. During his eight year tenure Nick led the state’s efforts in bioterrorism and pandemic influenza planning, increased health coverage for low-income mothers and children, spearheaded efforts for minimum requirements for nursing homes, expanded newborn screening, and implemented Healthy Ohioans, a program focused on easing the burden of chronic disease by reducing tobacco use, improving eating habits and increasing exercise.

   When it came time for Nick to retire he didn't. He founded & leads the Alliance to Make US Healthiest (US Healthiest), a countrywide collaboration to make America "the healthiest nation in a healthier world."

   Nick is the father of two magnificent children, Lisa & Jamie. He also has the gift of being a grandfather to four. And he met his wife, Beth, while she was working full time caring for animals at the Columbus Zoo. 

   There are millions of caregivers in our country. But I know few that love all God's creatures so deeply that they devote their heart & their medical skills to all animals, whether they walk on two feet or four, are winged or finned or if, as with his patients, they are a mom on welfare or rich. 

   Nick's medical skills & deep compassion have healed. His leadership talents have impacted health policy for millions. In Martin Luther King's words, Dr. Nick Baird is "tough-minded & tender-hearted."

   And he was humble enough to let a Blue Jay teach him a lesson that was, literally, life-changing for millions. 

-Erie Chapman

"Jack Hanna & Erie Chapman with image of Dr. Nick Baird" -file photo 

 

   

Days 331-332 The Best Times

When we gather together with friends and family the best times are when the stories start flowing.  Remembrances of times shared, daring adventures, unfathomable risks in youth that we lived to tell about, the good and crazy times, as laughter erupts often to the point of tears.  Especially treasured are the stories of loved ones who have passed that are retold time and again, as they enliven our spirits and enrich our lives. 

Recently, I listened to a podcast with James Finley who shared a touching story about when his wife Maureen died last year. He was inconsolable, until one day he realized that his intense grief was a testimony of his love for Maureen and how he still loved her. Then he thought about how she too still loved him and with that realization he began to feel her presence with him in his daily life. I find comfort in Jim’s experience and the recognition that Love continues beyond the veil of this earthly realm.

The following 2.5 min video is a grandson remembering his grandmother’s stories that she shared about her life. What is extraordinary, is how love flowed between them in such a beautiful way. 

As I reflect about the unfolding of my life a question arises, what will I leave behind? The one thing of value is the love we share with one another.

As Erie would encourage, Live love not fear.

Liz Sorensen Wessel
The gorgeous photo is by Chrissy Maio, my beautiful and talented niece.

Days 326-330 - A Very Special Partner

   Some leaders advance by seniority, some by special training, some by chance & some simply because they stand out. Jeff Kaplan is in the last category. 

   If you drive down Route 315 past Riverside Methodist Hospital & notice the giant McConnell Heart Hospital sign, you would correctly assume that it is named for the late Columbus industrialist. But that center of excellence exists, serving tens of thousands, because of someone whose name appears nowhere. That is Jeff Kaplan!

   As CEO back then, I directed that all staff should call each other "Partners," not employees. Jeff came to define true partnership. 

   It was Jeff who spent five years raising the funds to bring that center to life. It was Jeff who guided the heart program to peak performance during his years overseeing its expansion. It is Jeff whose name should be up there next to McConnell's.  That is because he has always been more than a fundraiser. He is a true leader, partner & friend. 

   Jeff even won a "heart" at the heart center. It was that of his longtime wife Darcy, a top-notch cardiac care nurse who continues to serve others to this day. They have four magnificent children & one incredibly cute grandson.

   And Jeff is the one who improved the workplace for the likes of top cardiologists Dick Candella, Al Nichols, Steve Yakubov & Barry George, heart surgeons like Chet Osborn, Charles Bush, thoracic surgeon James Blackford & crackerjack nurse leader Elaine Losego; also, nurse practitioner Kay Nichols & fellow healing leaders like Claudia Wilder, Kathy Campbell, Gina Englehart, the late, beloved Mary Edmondson (the wonderful head of CCU) & the rest of the crowd of caregivers that composed that culture of excellence. He also managed to keep his marvelous assistant, Jane Ely, almost literally covered up with Post-it note reminders, ideas & messages.  

   Jeff exudes energy, cultivates friendships, offers profound loyalty, seizes opportunities & is the most persistent person I ever met at doing what too few leaders do. He truly follows up!

   I have never witnessed anyone who is so persistent at doing thoughtful things for others. He must have a hundred thousand names in his files & likely sends out at least a thousand handwritten thank you notes & birthday cards every year. 

   It is these kinds of traits that caused leaders like legendary Ohio State Football Coach Woody Hayes, former University of Vermont President Dr. Lattie Coor & Dr. Gordon Gee (who has headed multiple universities including Ohio State, Brown & Vanderbilt) to make sure Jeff was at their side. 

   Loyalty? One example says it all. Long after Coach Hayes passed away & many had overlooked his family, Jeff routinely visited his widow & remained friends with his son. 

   Jeff Kaplan is that quiet presence that every successful leader has. That person who effectively ensures that those big ideas some leaders envision actually happen by being sure that the crucial details are executed. 

   Through intuition as much as anything, it was these qualities that caused me to recruit Jeff from his role as right hand person to Dr. Coor to come to Riverside & OhioHealth as Senior Vice President & Special Assistant to the President. It was one of the best decisions I ever made & why I brought him with me when I went to Nashville to head up the Baptist Hospital system. 

   So many little things signal the qualities of a big & gracious-hearted leader. Riverside flew Jeff in for his job interview. A week later my talented executive assistant, Nancy Todd Collier, came in with news: "Did you know that Mr. Kaplan exchanged the plane ticket the hospital sent him for a much cheaper one on a discount airline?"

   No one had ever done that. Because no one else is like Jeff Kaplan. He was & continues to be, a very special partner. 

-Erie Chapman, https://www.eriechapmanfoundation.net/

Photo of Mr. Kaplan by Barb Schwartz, http://www.barbschwartzphotography.com/

Days 324-325 "Every Breath We Breathe A Prayer"

“If the only prayer you ever say in your entire life is thank you, it will be enough.” —Meister Eckhart

 

What are we learning from our experiences of living through this pandemic?

I imagine for many of us we have learned not to take life for granted. This week Erie reflected on the depth of a meaningful relationship with his colleague Mark Evans and all that they were able to create through visionary leadership and and a remarkable team of dedicated, talented people. Personally, I have a deeper appreciation for my relationships with people, colleagues, nature, friends, family and with myself. As I reflect on this past week there were several sacred encounters for which I am especially grateful ...

- Sharing in a meaningful conversation with my dear friend just weeks after her precious son died.

-  Expressing well wishes to two extraordinary colleagues who are moving on to new chapters in their lives, honoring their significant contributions for the betterment of all and the countless lives they have touched with their unique gifts, skills and love.

- Laughing and keeping company with late-night Seinfeld episodes when I ought to be asleep.

- Breaking bread with close friends. Mending misunderstandings.

- Gaining perspective, as I let go of less than helpful thoughts to focus more on gratitude.

- Softening to what is here, all of it, the pain the loss, the love, difficult emotions, and all the goodness.

-Sitting beside (figuratively speaking; virtually in different states) a caregiver who is grieving her dad’s death. Tormented by unrelenting feelings of guilt because she did not make it home to her native country in time to say goodbye… although she tried. She expressed how healing it was to talk about her experience. When we share in our pain, give witness to it, we transform suffering. Human connection is a healing suave.   

- Being greeted with unconditional love by our dog Chance, watching him run wild and free & frolick with other furry companions at the dog park.

- Reaching out in vulnerability to a cherished a friend from afar, receiving a gift of pure grace.

- Being loved and cared about through so many little, unspoken gestures of kindness.

- Being with family. Setting off to spend Thanksgiving with my son and grandchildren.

Prayers of Thanks-giving…what an incredibly poignant, yet healing week it has been.

 Liz Sorensen Wessel
Photo by my beautiful & talented cousin Kim De Beaumont

Days 319-323 - The Best HR Leader in America!

 Every autumn for at least a decade (until COVID) Mark Evans would climb into his car & make the long drive from Columbus, Ohio to Nashville. Just to wish me a Happy Birthday.

   We would lunch & often review memories of our decade (update 1995) as members of the leadership team that guided Riverside Methodist Hospital from average to exceptional. That dream team laid the foundation that lifted RMH to top ten status & enabled it to become the flagship, in 1984, for the U.S. Health (now OhioHealth) multi-hospital system.  

   After lunch, despite entreaties that he stay over night, Mark would climb back into his car & make the long drive home. 

   "Why," I often asked him, "would you drive so far just for lunch." His answer was always the same. Gratitude.

   He would tell me I gave him his finest opportunity & brought out the best in him. In fact, the credit goes to him.

   One hundred percent of great organizations have great cultures & great Human Resources leadership. The seeds were there (along with weeds) when I hired Mark. By the time he & other leaders left, Riverside was a thriving garden offering nourishment to hundreds of thousands.  

   Some facts. By 1995, turnover had dropped from from over 20% to 8%. Employee & patient satisfaction was at an all time high. Riverside was picked as "One of America's Best Places to Work" by Working Mother Magazine, referenced in the book The Service Edge as one of America's top three best service organizations & honored by ABC News as a top ten hospital.

   Back then, it seemed everyone wanted to work at Riverside & no one wanted to leave. Openings were filled as fast as they appeared because there were sometimes ten applicants for open positions. 

   When I expressed that the first job of leaders was to take care of the people who take care of people, Mark took me seriously. He would be the first to credit his team. They included, among many others, Carol Stanley, who, with Mark, led the effort to create a world class day care center on campus & coordinated the establishment of on-campus shopping via a Kroger's, Dry Cleaners & video rental facility in the middle of the parking lot; the late, wonderful, Marcy Alton who developed the best employee recognition program I've ever seen, & Colleen Pero, who labored to ensure fair benefits for all staff. 

   HR oversaw the whole process for hiring, promotions, terminations & training at RMH. Gene Rhodes, Mary Alice Rice, Diane Schaub & Sharon Smeltz were key team members. Because we were looking for certain personality types in our culture, outside psychologists Thaddeus O’Brien & Andy Passon were important guides. Ron Cadieux (who passed away very recently) offered wonderful guidance to ensure that our training & orientation programs were integral in developing a culture of what is now called Radical Loving Care^®.  

   Mark, along with our magnificent Chaplain, the late Bob Davis, supported the entire effort to deliver loving care that honored RMH's mission as a faith-based hospital.

   If you are making a list of leaders who made Riverside great during that period be sure & include Mark Evans...& put lots of gold stars next to his name! Across 45 years of healthcare leadership, he is the best HR leader I ever encountered. That is because he is also one of the finest men I know. 

   On behalf of everyone in our great Riverside of those days, & everyone who wonders how Riverside became the best of what it is today, thank you, Mark. 

-Erie Chapman

https://www.eriechapmanfoundation.net/

Photograph of Mark Evans by Barb Schwartz. @1993  http://www.barbschwartzphotography.com/

   

Day 312-318 - The Contours of Bliss

Here is a Friday sharing, (& now Saturday & Sunday) a short video called "Beauty's Leaves." Autumn has long been a difficult time for many, including me. 

Happened to notice new Juniper berries while walking & was stunned that I had never realized fall as a time of new growth! Grateful to see autumn anew!

-Erie Chapman

Click on video, below.

 

Days 310-312 Part VI New Vision, New Culture, New Leaders

   How do you change the culture of a large, decades old organization? It start with a vision that flows from a new look at a too-often dishonored subject: mission.

   Most hospitals are engaged in mission fraud. They proclaim a commitment to "best patient care" & deliver far less than that. 

   It does no good for a faith-based hospital to trumpet high-sounding commitments to practicing the God's mission of loving care & then spend most of every executive meeting focused on money.

   Long ago a well-meaning finance officer at a Catholic hospital defended his focus on the bottom line by saying, "No money, no mission." Sadly, the phrase caught on & was used by countless executives to focus on how much money they were making. Reportedly, the CEO of giant Ascension Health bragged in 2003. "Our bottom line is bigger that (for profit) HCA!"

  Neither patients nor first line caregivers value the wealth of any hospital. What they count on is clear: When a patient is in dire need that need must be meet to care that is of High Competence & Deep Compassion. 

   The only way to change culture is to adopt a vision grounded in what became the new Riverside mantra: "We honor the dignity & worth of each person." A leadership philosophy that puts caregivers, not money at the top of the leader's focus.

   Leaders do not care for patients. Their job is to take care of the people who do. 

   Love, not fear, needs to be the guiding principle. It is leaders practicing these principles that generate culture change. 

   Soon, our new team was assembled. Some that I hired had no direct experience in health care but transformed their learning from other disciplines. Mark Evans, a former Department Store executive, not only took over Human Resources but became the best HR leader in the country.

   Jeff Kaplan, formerly a top assistant to the President of the University of Vermont, joined our team & quickly revolutionized fundraising. Then, he galvanized Riverside's heart program helping us recruit banner cardiologists like Dr. Barry George & supporting existing stars like Dr. Dick Candella & Dr. Al Nichols. Dr. Charles Bush along with others in a rapidly expanding program, became a premier heart surgeon.

   The late Marian Hamm (pictured) took over nursing & began changing the culture of that key group of caregivers by enriching her circle of leaders including Kathie Wickemeir, Fran Shonkwiler, Claudia Wilder, Erin Keller, Elaine Losego, Mary Ann , Judy Herendeen among many others who I plan to reference in subsequent articles.  

  The challenge with writing any history of any large organization is that it is so dense with so many beings too numerous to honor adequately. There is more to come in this marvelous story of an exceptional organization that learned how to honor the dignity and worth of each person. 

-Erie Chapman

Photograph of Marian Hamm by Barb Schwartz. 

   

   

Days 308-310 - Part V The Magic of Culture Change!

The Impact of "Average" 

  Some people think leadership does not matter that much. And that history is unaffected by the actions of those in charge. Sometimes they are right.

  However, culture determines behavior & leaders determine culture. So a leader's impact can be profound.

  Who is the biggest group that ignores or abuses this power? Leaders themselves.

  Any leader seeking great change has to think & act like leaders who have accomplished that kind of change. If you think & act "average" that is the outcome you will create. What if you think & act in the manner of Martin Luther King, Susan B. Anthony, Jack Welch or Eleanor Roosevelt?

  Leaders who govern by threats create climates of fear & distrust. Ones that promote & model love draw the best from their staff.

   But by definition, most leadership teams are average. Hospitals are not known for attracting innovative management. Instead, way too many hospital & health system CEOs tolerate mediocrity thus stunting meaningful change & squandering their organization's potential.

   The culture of Riverside Methodist Hospital when I arrived as CEO in 1983 could be described as profoundly “Okay.” When asked about patient satisfaction a fellow leader said, “72nd percentile. Pretty good.”  How was quality? "Pretty good." What about the bottom line? About two million. Not great for a hospital with debt to pay & new technology coming fast. 

   “If your mother had serious heart trouble," I asked him & others, "would you tell her, ‘Come to Riverside. We’re pretty good?”

   My predecessor, Edgar Mansfield, was a magnificent person & fine leader for 30 years. He had run White Cross, Riverside’s smaller predecessor. Even though Riverside had become Ohio's largest hospital perhaps he thought its destiny was simply to be a bigger version of White Cross? 

The Hidden Gold of Greatness

   In fact, Riverside held an undiscovered gold mine of greatness. It would take passion & hard work to mine that gold & shine it into the riches that make up a top notch medical center.

   Success of that kind requires one crucial thing above others: massive culture change. Top teams need top coaches. Riverside needed leaders who believed in Riverside's potential, knew how to inspire caregivers & understood how to build the competence & tough-mindedness that lifts average to excellent & excellent to exceptional. 

   If ever there was a hospital with huge potential it was the one in which I was standing on July 1, 1983. Superb doctors, excellent nursing staff, fine caregivers in general & a leadership team none of whom had entertained the idea that RMH could be a top ten hospital.

   There was no coordinated strategy, no inspiring vision, no unifying passion to make Riverside a truly healing hospital. 

   Some leaders did not have the skill or potential to lift Riverside to a place that could pass what I later named The Mother Test™: Was every caregiver someone whose you would want caring for your mother? If not, why were they there? 

   Some leaders were uncomfortable with the centerpiece of my approach: That the leader's most important job was to take care of the people who take care of people.

   Most leaders in hospitals are trained for something other than leading & often selected by seniority. Many often think their job is bossing others around & often default to the arrogant leader's number one tool: terror. 

   My core of my approach was that if you want caregivers to deliver loving care you have to love them, not scare them. 

   "But if we coddle staff they'll get complacent & take advantage of us," one fellow male told me. 

   Like most men (too many CEOs are males), he misunderstood that the best leaders fit Martin Luther King's description. They are both "tough-minded and tender-hearted." 

   It was time to assemble a team that fit King's description.

   Coming Wednesday: Part VI: "The Birth of OhioHealth: New Leaders, New Culture"

-Erie Chapman

Days 306-307 Celebrating Light Over Darkness

In India and in many places around the world Diwali, the festival of lights is celebrated by Hindus, Sikhs and Jains. Diwali, is the most significant festival in Indian culture. On each of the five days of Diwali people celebrate with a sense of joy, friendship, and generosity of spirit and unites people everywhere regardless of religion or caste. The festival coincides with the Hindu New Year, a time of new beginnings, and symbolizes light over darkness (Nov. 2-6, 2021)

Historically, Diwali can be traced back to ancient India and began as an important harvest celebration with a festival of lights that stretches back more than 2,500 years. To Hindus darkness represents ignorance and light is a metaphor for knowledge. Therefore, lighting a lamp symbolizes extinguishing all negative forces through knowledge; violence, anger, envy, greed, fear, injustice, oppression and suffering.

There are various legends behind this celebration. The most popular legend is from the Hindu epic, Ramayana. As the story goes, Rama was exiled by his father King Daharatha, along with his wife Sita and brother Laxmana. Sita was kidnapped by the powerful demon King Ravana.  The divine bird, Jatayu valiantly tried to fight Ravana off but he swiftly clipped the bird's wings and whisked Sita across the sea to his kingdom of Lanka. Rama with the help of friends made a bridge of stones that were blessed with buoyancy as they crossed  the sea safely. In the fight of good over evil, Rama slayed Ravana, and rescued his beloved Sita. Victorious, they returned home and the people placed oil lamps to light their path to welcome them.

In the Jain tradition, Diwali is an important festival that marks the nirvana or spiritual awakening and enlightenment of Lord Mahavira, as the earth and heavens became illuminated with lamps in joyful celebration.

A major festival for the Sikhs, Diwali is celebrated as Bandi Chhor Divas, as a day of liberation. Historic accounts note that the emperor Jahangir decided to release Guru Hagobind who had been imprisoned for many years. However, the Guru would not leave unless all 52 princes who had been imprisoned with him were also released. The emperor said that only those who could hold on to the Gurus cloak would be allowed to leave. So, Guru had a cloak made with 52 pieces of strings and each prince was able to hold on and walk out with him. Their liberation was celebrated with the lighting of lamps, a tradition that continues to this day. I just love this story for their clever ingenuity!

In summary, the lights of Diwali symbolize a time to let go of our dark thoughts to receive the strength and the zeal to carry on with goodwill throughout the year. It is through light that the beauty of this world is revealed and experienced. Most cultures around the world recognize the importance of light as a gift from God.

 As caregivers, you are a radiant light in this world and a true blessing and a gift to all who seek relief from the darkness of suffering.

In deepest gratitude,
Liz Sorensen Wessel

Days 301-305 - Part IV "Is Riverside Cursed?"

   Fate picked a lovely May day in 1984 to deliver its third tragedy in a decade to Riverside Methodist Hospital.

   Nearly six months had passed since the murders of employees Patty Matix & Joyce McFadden (scroll back to Parts II & III.) We memorialized these fine caregivers. Two fountains in front of a new outpatient building were dedicated to them.  

   Riverside was thriving. Patient & employee satisfaction scores were rising. Our financial performance was headed up. The hospital board was pleased. 

   Still, the murders were actually the second dark spot on Riverside's recent history. The first arose in 1976 when the terrible news broke that 400 cancer patients had been over-radiated in 1974-75 due to errors by a staff physicist. 

   In 1978, The Columbus Monthly had published a well-written & damaging article excoriating the hospital for slowness in recognizing the deadly calibration errors. When I arrived as Riverside's new President & CEO in 1983 some lawsuits were still pending.

   Although no amount of security could have prevented the murders, Riverside, Ohio's largest hospital, obviously needed to rebuild public trust. 

Another Murderer

   Paul R. Brumfield, a convicted killer & rapist, did not care. On that May day he was brought to one of Riverside's outpatient centers in the hospital's basement. Like a character in Woody's Allen's "Take the Money & Run," he had fashioned a soap gun, painted it black & used it to get his guard's gun. 

   Unlike Allen's movie, this was no joke. Brumfield took two other guards, two nurses, a doctor and another inmate hostage.

   As a veteran federal prosecutor-turned hospital CEO I had dealt with criminals. In courtrooms, not in hospitals! Like a horror serial, yet another murderer had threatened the sanctity of our hospital & challenged its leadership.  

   Once again, police converged. Soon, other prison security guards arrived to support their colleagues.

   Just as we had with the murders, we needed to reassure staff & pubic. This time, to calm patients & staff we emphasized that the incident was restricted to a basement clinic. 

   News helicopters appeared, the mayor arrived & Ohio Governor Dick Celeste called, "Erie. Do you need help?" he asked. "I've got the highway patrol." I declined. 

The Kidnapper's Demands

   Barricaded in the basement with his hostages, Brumfield issued demands. Columbus Mayor Buck Rinehart appeared in my office. Eager to help he offered a suggestion I vetoed. "We could smoke him out," the Mayor offered. 

  "He's in the basement, Mr. Mayor," I replied. "Smoke would fly up the vents into the rest of the hospital."

   A police hostage negotiator arrived. I descended to the basement to listen in. Brumfield wanted drugs.

   Dr. Tom Helmrath, our medical director, was nearby. "I know just what we can give him," he smiled.

   Over the next hours, the negotiator cut a deal with Brumfield to exchange pills for hostages. Thus, with each drug, a hostage was released. With each dose, Brumfield became calmer. 

   Soon, the only remaining hostage was a guard. As darkness descended without, a loud snoring sound rose in the basement. Brumfield had passed out!

Riverside Cursed?

   The hospital had survived another crisis. This time, thank God, no one was hurt.  But, the following day we learned of another threat. On the heels of this third nightmare a local reporter was planning a story entitled, "Is Riverside Cursed?" 

   Now, the hospital's credibility was at stake. Public confidence is especially crucial to those seeking critical care. We began to imagine patients cancelling procedures so they would not be caught in the "curse." Would you want to deliver your baby or take your sick mother to a "cursed" hospital?

  Fortunately, cooler heads at The Columbus Dispatch prevailed. The story was dropped.

   Of course, I did not know it then, but the bad news cascade was over. Across the next twelve years I served as head of Riverside there were no more such wild nightmares.

   The right team & the right vision were wheeled into place. A decade later, Riverside became the flagship of the new U.S. Health Corporation (renamed OhioHealth after I left) & was named one of America's top ten hospitals by ABC News. 

   More about that in Part V: How Riverside Rose 

-Erie Chapman, President Emeritus, Riverside Methodist Hospital

Photo credit: Dawn Lasker Beveridge