Breach Of Confidentiality Quotes

Relax, Mr. Diggums. Have another nettle beer, or some spring water." The commander took two bottles from the cooler and offered one to Mulch. Mulch studied the label. "Derrier? No thanks. You know how they put the bubbles in this stuff?" Vinyaya's mouth twitched with the ghost of a smile. "I thought it was naturally carbonated." "Yeah, that's what I thought until I got a prison job at the Derrier plant. They employ every dwarf in the Deeps. They made us sign confidentiality contracts." Vinyaya was hooked. "So go on, tell me. How do they get the bubbles in?" Mulch tapped his nose. "Can't say. Breach of contract. All I can say is it involves a huge vat of water and several dwarfs using our ...eh" Mulch pointed to his rear end-"... natural talents." Vinyaya gingerly replaced her bottle.

Only in an emergency should a physician breach the trust of confidentiality and intervene without consent, and only in an emergency should a physician breach the Goldwater rule. We believe that such an emergency now exists.

But the history of Hopkins Hospital certainly isn’t pristine when it comes to black patients. In 1969, a Hopkins researcher used blood samples from more than 7,000 neighborhood children—most of them from poor black families—to look for a genetic predisposition to criminal behavior. The researcher didn’t get consent. The American Civil Liberties Union filed suit claiming the study violated the boys’ civil rights and breached confidentiality of doctor-patient relationships by releasing results to state and juvenile courts. The study was halted, then resumed a few months later using consent forms. And in the late nineties, two women sued Hopkins, claiming that its researchers had knowingly exposed their children to lead, and hadn’t promptly informed them when blood tests revealed that their children had elevated lead levels—even when one developed lead poisoning. The research was part of a study examining lead abatement methods, and all families involved were black. The researchers had treated several homes to varying degrees, then encouraged landlords to rent those homes to families with children so they could then monitor the children’s lead levels. Initially, the case was dismissed. On appeal, one judge compared the study to Southam’s HeLa injections, the Tuskegee study, and Nazi research, and the case eventually settled out of court. The Department of Health and Human Services launched an investigation and concluded that the study’s consent forms “failed to provide an adequate description” of the different levels of lead abatement in the homes.

I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

You know how they put the bubbles in this stuff?” Vinyáya’s mouth twitched with the ghost of a smile. “I thought it was naturally carbonated.” “Yeah, that’s what I thought until I got a prison job at the Derrier plant. They employ every dwarf in the Deeps. They made us sign confidentiality contracts.” Vinyáya was hooked. “So go on, tell me. How do they get the bubbles in?” Mulch tapped his nose. “Can’t say. Breach of contract. All I can say is it involves a huge vat of water and several dwarfs using our . . . eh”—Mulch pointed to his rear end—“. . . natural talents.” Vinyáya gingerly replaced her bottle.

The physician, to whom life-and-death situations are entrusted, is expected to know when it is appropriate to act, and to act responsibly when warranted. It is because of the weight of this responsibility that, rightfully, the physician should refrain from commenting on a public figure except in the rarest instance. Only in an emergency should a physician breach the trust of confidentiality and intervene without consent, and only in an emergency should a physician breach the Goldwater rule. We believe that such an emergency now exists.

Associating with Benjamin was fraught with considerable difficulties, though on the surface these seemed insignificant in view of his consummate courtesy and willingness to listen. He always was surrounded by a wall of reserve, which could be recognized intuitively and was evident to another person even without Benjamin’s not infrequent efforts to make that area noticeable. These efforts consisted above all in a secretiveness bordering on eccentricity, a mystery-mongering that generally prevailed in everything relating to him personally, though it sometimes was breached unexpectedly by personal and confidential revelations. There were primarily three difficult requirements. The first was respect for his solitude; this was easy to observe, for it was dictated by a natural sense of limits. I soon realized that he appreciated this respect, a sine qua non for associating with him, and that it heightened his trust. The observance of the second requirement was particularly easy for me: his utter aversion to discussing the political events of the day and occurrences of the war. Some reviewers of the Briefe expressed astonishment at the fact that the published letters contain no reference to the events of the First World War (which, after all, so decisively influenced our generation) and blamed the editors (I was the one responsible for this period) for an incomprehensible omission or, worse, censorship. The fact of the matter is that in those years anyone who wished to have a closer association with Benjamin either had to share this attitude (as I did) or respect it. ...The third requirement, that of overlooking his secretiveness, often demanded a real effort, because there was something surprising, even ludicrous, about such secretiveness in someone as sober, as melancholy as Benjamin. He did not like to give the names of friends and acquaintances if he could avoid it. When circumstances of his life were mentioned, there frequently was attached an urgent request for absolute secrecy; more often than not this made very little sense. Gradually, but even then only partially, this secretiveness (which by that time others had noticed as well) began to dissipate, and Benjamin began to speak of people without the accompanying stamp of anonymity, at least when he had initiated the discussion. It was in keeping with this aversion that he tried to keep his acquaintances separate; for a time this was more effective with me, who came from another environment—Zionist youth—than it was with those from the same sphere as he, namely members of the German-Jewish intelligentsia. Only occasionally did it turn out that we had mutual acquaintances, such as the poet Ludwig Strauss or the philosopher David Baumgardt. Other friends and acquaintances of his I did not meet until years later, from 1918 on, some of them only after 1945. In short, then, to associate with Benjamin took a great deal of patience and consideration—qualities that were by no means natural to my temperament and that, to my own surprise, I was able to muster only in my association with him.

A consequentialist account certainly gives reasons for why the doctor should not breach confidentiality on the grounds of the possible deleterious effect on the family. This is the main reason why most geneticists would not tell John that he is not the biological father of Sarah’s child. But it is not entirely clear that the consequences of keeping John ignorant are better than informing him of the truth. Is it right that Sarah needs to be protected from the consequences of her act and will it be better for the family if this remains a secret?