Corporate Governance and the Health System - Dr. Rookmin Maharaj

Some articles about Dr. Smith:

1) “Before leaving Ontario in disgrace a few years ago, Dr. Smith was an avid farmer of Hereford cows, helped dig up victims of the 1918 flu pandemic from the Arctic permafrost, and travelled to India to investigate a string of murders. ….. Former head of Ontario's pediatric forensic pathology unit also threatened a police officer who gave him a speeding ticket, was infamous for his sloppy work habits, and contributed to the wrongful homicide prosecutions of several parents and caregivers, sometimes with devastating consequences. In a 1994 interview with the Edmonton Journal, after a high-profile Alberta abuse case ended in acquittal, Dr. Smith is quoted as boasting that there had been convictions in all but two of the 20-25 cases of deliberate head injuries in which he testified. The key, he reportedly explained, was co-ordination between all the experts involved. "We don't cook our stories, but we identify problems," Dr. Smith was quoted as saying” http://www.nationalpost.com/news/story.html?id=268040Disgraced Ontario pathologist begins testimony - Tom Blackwell, National Post Published: Sunday, January 27, 2008

2) Dr. Charles Smith convinced most of the Sudbury, Ont., police force that a local woman had killed her toddler, and refused to change his opinion even when faced with contradictory medical evidence. "He articulated well," said the detective…"Dr. Smith didn't appear receptive to discussion or changing his opinion based on that information," Insp. Keech told the inquiry. "He seemed to maintain his opinion from the initial consultation to the final consultation." http://www.nationalpost.com/news/story.html?id=237370 - Pathologist convinced police that woman killed her child - Tom Blackwell, National Post Published: Monday, January 14, 2008

3) Reports of the 1991 meeting suggest Dr. Smith defended his findings in the case, and that someone described the judge who rejected his testimony as "strange" and from "the bottom of the heap." … The inquiry heard earlier that the judgment went virtually unnoticed by the Ontario chief coroner's office, which kept Dr. Smith in the pediatric pathology post until 2004……Dr. Huyer and Dr. Driver also described the pathologist yesterday as a professional and respectful colleague who was readily available to lend his expertise. His evangelical Christian leanings were also clear. "He did not preach to me [but] I was quite aware he had strong religious feelings," said Dr. Huyer. Dr. Smith would sometimes comment on his colleague's "aberrant" behaviour, chastising Dr. Huyer for swearing in his presence. http://www.%20nationalpost%20.com/news/story.html?id=226829 - Close
tour_comments_off = true;Reader Discussion
Court critique of pathologist set off alarm - Dr. Charles Smith -Tom Blackwell, National Post Published: Thursday, January 10, 2008

4) In a 1997 letter raised earlier, the hospital's chief pathologist at the time threatened to curtail Dr. Smith's surgical pathology activities and dock his pay because of delayed and inaccurate reports. http://www.nationalpost.com/news/ story.html?id=184728 - Smith self-taught as forensic pathologist, probe told - Public Inquiry - Tom Blackwell, National Post Published: Thursday, December 20, 2007

WHY WERE THESE CRIMINAL ACTIONS ALLOWED TO CONTINUE IN A SO CALLED 1ST WORLD COUNTRY????

This tragedy was allowed to occur because Dr. Smith was not open-minded and was not be able to think objectively even if his individual commitment was high. Open mindedness is not simply a function of how Dr. Smith felt but of how Dr. Smith ‘thought’ and that he listen only to himself. Apparently Dr. Smith was not only listening to himself but he also had many professionals convinced that he was doing a good job.

Was this a result of GROUPTHINK Mentality? Was it due to a brotherhood of ‘like’ professionals who did not want:

a) to create waves about another professional, although many knew he did ’shoddy work’; !
“The more amiability and esprit de corps among the members of a policy-making in-group, the greater is the danger that independent critical thinking will be replaced by groupthink, which is likely to result in irrational and dehumanizing actions directed against out-groups” (Janis, 1983, p. 13). This quote sums up the concept of what is defined as ‘groupthink.’

b) Groupthink refers to a deterioration of mental efficiency, reality testing, and moral judgement that results from in-group pressures and in-group ‘esprit de corps’ .

Groupthink can be:

a) grossly inadequate way the policy-makers carry out their decision-making tasks.

b) these groups show signs of high cohesiveness and of an accompanying concurrence-seeking tendency that interferes with critical thinking.

c) where the members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action or even thinking rationally. In the case of Dr. Smith, the results were detrimental to many families. It included the wrongful homicide prosecutions his opinions triggered. Dr. Smith had made serious errors in 20 criminally suspicious deaths he investigated between 1991 and 2001. Parents and others were charged with homicide in most of the cases, though many have since been cleared.

HOW CAN WE ENSURE THAT THIS DOES NOT HAPPEN?

Dr. Rookmin Maharaj has developed a unique and revolutionary model that can identify the characteristics requisite for effective Corporate Governance within an health organizations, educational institutionsand businesses that strikes the ideal balance between the formal and informal rules and regulations. Dr. Maharaj has researched with the top oil and gas, mining, chemical, and pipeline companies in North America. She continues to transform ideas into actions, ultimately increasing the bottom line for She is currently consulting with companies in Alberta, Canada on Corporate Governance. She has worked in the energy sector in Alberta Canada for over fifteen years. She has a master’s degree in Higher Education and has taught in France, the Caribbean and in Canada at the University of Calgary and Mount Royal College on Environmental Management and Business. Contact:rmaharaj@ucalgary.ca, maharajl@netzero.net

New Spitzer 'socker'! ..[LACK OF! ] Corporate Governance

http://www.nydailynews.com/news/2008/03/23/2008-03-23_eliot_spitzer_kept_on_black_stockings_fo.html?ref=nl&nltr_ct=1&nltr_id=New%20Spitzer%20
"BY RICH SCHAPIRO DAILY NEWS STAFF WRITER Sunday, March 23rd 2008, 4:00 AM
Sabo/News Eliot Spitzer A controversial political strategist sent a letter to the feds in November saying that then-Gov. Eliot Spitzer "used the services of high-priced call girls" in Florida - and kept his socks on while he did."

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Do these actions by top politicians business persons and leaders shock you?

The fact is that these people were elected, nominated or hired to these positions without due care and respect for the taxpaying public.

Where were the checks and balances, this is a case of ineffective Corporate Governance.

Effective decision making for corrective action can only occurs within an organization where there are checks and balances.

This means that there MUST BE CHANGES TO NORMS, OBJECTIVES AND POLICIES WHERE THERE ARE NO CHECKS AND BALANCES, FOR PERSONS PUT IN POSITIONS OF AUTHORITY.

ONLY WHEN THERE ARE MECHANISMS PUT IN PLACE WITHIN ORGANIZATIONS, FOR EXAMPLE, GOVERNAMETAL BODIES, CAN WE AS TAX PAYERS BE ASSURED THAT THERE IS TRANSPARENCY, ACCOUNTABILITY AND RESPONSIBILITY ASSOCIATED WITH THESE POSITIONS!!

Success is a two edge sword. Once executives/people in power or with power become successful for a period, they are less liable to be open to ‘learning’ and may create organizational defenses or a groupthink mentality. Once (through success) an executive learns to cover up his or her actions they soon view such action as necessary, practical, realistic and even caring. Once this happens [executives] tend to stop questioning the basis for ‘error’, they stop even thinking about ‘error’ or looking for ‘error’. The [executives] become insensitive and blind, and, also become blind to their insensitivity and blindness.
Business people, executives and people in power can benefit by paying more attention to the operation of ‘their values’ and how ‘their values’ affect their decision making as it is reasonable to believe that personal values are important determinants in the choice of decision-making and so affects corporate strategy.

See my blogs:

http://corporategovernanceconcerns.blogspcom/ ot.

http://corporategovernancepullupyoursox.blogspot.com/

http://corporategovernancesoxboards.blogspot.com/

http://corporategovernanceconcerns.blogspot.com/2008/02/corporate-governance-groupthink-and.html

http://corporategovernanceconcerns.blogspot.com/2008/02/sustainability-reporting-in-upstream.html

http://corporategovernanceconcerns.blogspot.com/2008/03/corporate-governance-and-health-system.html

http://corporategovernancepullupyoursox.blogspot.com/2008/01/village-swaraj-and-sustainable.html

http://corporategovernancepullupyoursox.blogspot.com/2008/03/corporate-governance-and-our-health.html


Dr. Rookmin Maharaj's Press and Publications:

1. Dr. Rookmin Maharaj addresses Corporate Governance issues.(February 2008) / M. Rookmin Maharaj, Ph.D, traite d'enjeux propres à la gouvernance d'entreprise. (Février 2008)
http://caaa.ca/Home/whatsNew/index.html

2. June 27, 2005, Mumbai : The successful award graduate recipient is Dr. Rookmin Maharaj, from University of Calgary. Dr Maharaj's project was on "Mahatma Gandhi's Village Swaraj Initiative compared with Sustainable Development seen through the eyes of Pundit Jawaharlal Nehru today". According to the Institute's President, Dr. Arun Mukherjee, "The Lal Bahadur Shastri Student Awards will further our efforts to promote knowledge and understanding between India and Canada. The awards will contribute to fostering values of tolerance, mutual respect and understanding among young Canadians attending our universities." Tata Consultancy Services (TCS) is underwriting the awards and, according to Mr. Mukesh Gupta, TCS Director of Strategic Relations in Canada "The Lal Bahadur Shastri Student Awards promote an increased awareness in bridging the gap of Indo-Canadian relations. TCS is proud to support these awards as they mirrors our efforts in the business community."
http://www.advaitaashrama.org/pb_archive/2006/PB_2006_September.pdf

3. Sustainability Reporting
Dr. Rookmin Maharaj, Haskayne School of. Business, University of Calgary:
www.iseee.ca/iseee/files/iseee/ABEnergyFutures-09.pdf

4. Publications, Reports & Presentations University of Calgary
Rookmin Maharaj presentation by Dr. Robert Mansell, ISEEE Managing Director, to IRIS Seminar Series.
www.iseee.ca/iseee/whatsnew/reports

5. Annual Report 2007
Haskayne School of Business, University of Calgary; 2005 Rookmin Maharaj. 2004 www.icaa.ab.ca/pdf/CAEFAR07unsignedFinal.pdf

6. IFBR Conference Costa Rica 2006
http://www.icaa.ab.ca/pdf/CAEFAR07unsignedFinal.pdf

7. International Journal of Disclosure and Governance - Corporate
Correspondence: ... I thank Dr James Gillies, Professor Emeritus of Policy, and founding ...
http://www.palgrave-journals.com/jdg/journal/v5/n1/pdf/2050074a.pdf

8. NY Daily News - Discussions
http://corporategovernanceconcerns.blogspot.com/
Dr. Rookmin Maharaj has developed a unique and revolutionary model that can identify the ...
www.nydailynews.com/forums/thread.jspa?threadID=12231&tstart=80&start=20

9. 'Corporate behaviour' Blogs Search on Considerably.net
PRE- EMPTIVE FORENSIC CORPORATE GOVERNANCE Dr. Rookmin Maharaj 2008-01-26 22:19:00 It is argued that a combination of legislation, regulation, ...
http://corporategovernanceconcerns.blogspot.com/2008/02/saturday-january-26-2008-pre-emptive.html

10. Table of Contents
Rookmin Maharaj, University of Calgary ..... Maharaj, Rookmin ........................ 14, 22. Mansumitrchai, Somkiat............... 28, 32 ...
www.theibfr.com/archive/PROGRAM-COSTARICA2006.pdf

11. Journal Issue: COSO 1992 control framework: Corporate governance, groupthink and bullies in the boardroom Rookmin Maharaj
http://www.palgrave-journals.com/jdg/journal/v5/n1/pdf/2050074a.pdf

12. Nova Publishers My Account Nova Publishers Shopping Cart Home ...
Haskayne School of Business, Univ. of Calgary, Calgary, Alberta, NW and Dr. Rookmin Maharaj, Univ. of Calgary, NW) Chapter 5. ...
https://www.novapublishers.com/catalog/product_info.php?products_id=5521

13. Perspectives on Teaching and Teacher Issues - Blackwell Online
Rookmin Maharaj, 79. Ch. 5, Interdisciplinary teaching : integration of physical education skills and concepts with mathematical skills and ...
bookshop.blackwell.com/jsp/id/Perspectives_on_Teaching_and_Teacher_Issues/9781600215810
14. CiteULike: Corporate governance, groupthink and bullies in the ...
@article{citeulike:2314115, author = {Maharaj and Rookmin}, citeulike-article-id = {2314115}, doi = {10.1057/palgrave.jdg.2050074}, issn = {1741-3591}, ...
www.citeulike.org/article/2314115

15. 'Corporate behaviour' Blogs Search on Considerably.net
Rookmin Maharaj 2008-01-26 22:19:00 It is argued that a combination of legislation, regulation, effective risk management and appropriate sanctions are ...
www.considerably.net/Corporate_behaviour/blogs.htm

16. Cases in Sustainable Tourism: An Experiential Approach to Making
- 2006 - 422 pages

17. Dr. Rookmin was extremely helpful with final edits and permissions. books.google.ca/books?isbn=0789027658...

18. Theses & Dissertations University of Calgary
Maharaj, Rookmin. Corporate Governance and the Board of Directors: Study of the Importance of the Role of the Formal and Informal Systems www.ucalgary.ca/igp/studentcentre/theses -

19. IngentaConnect Search Results
Author: Maharaj, Rookmin. Source: http://www.palgrave-journals.com/jdg/journal/v5/n1/pdf/2050074a.pdf


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Dr. Rookmin Maharaj Corporate Governance Consultant
Dr. Rookmin Maharaj has developed a unique and revolutionary model that can identify the characteristics requisite for effective Corporate Governance within an organization that strikes the ideal balance between the formal and informal rules and regulations. Dr. Maharaj has researched with the top oil and gas, mining, chemical, and pipeline companies in North America. She continues to transform ideas into actions, ultimately increasing the bottom line for Organizations, Political Institutions, and Educational Institutions to name a few.

Please email your comments, questions or ideas on Dr. Maharaj's blog, or at:

rmaharaj@ucalgary.ca
maharajl@netzero.com