This biography of James Edmund Reeves, whose legislative accomplishments cemented American physicians' control of the medical marketplace, illuminates landmarks of American health care: the troubled introduction of clinical epidemiology and development of botanic medicine and homeopathy, the Civil War's stimulation of sanitary science and hospital medicine, the rise of government involvement, the revolution in laboratory medicine, and the explosive growth of phony cures. It recounts the human side of medicine as well, including the management of untreatable diseases and the complex politics of medical practice and professional organizing. Reeves' life provides a reminder that while politics, economics, and science drive the societal trajectory of modern health care, moral decisions often determine its path.

Originally published in 1986, this book draws upon a range of authors to reflect wide interest in systematising traditional medicine, and to include material on significant instances of regulation or organisation. It was the first book to study the efforts of traditional healers and their newly formed professional associations and as such constitutes a pioneering collection of sources. Because of the changing position of traditional medicine it may well also be a unique record: before long what is described here will largely have disappeared.

Over the last 40 years, the leadership industry has grown exponentially. Yet leadership education, training, and development still fall far short. Moreover, leaders are demeaned, degraded, and derided as they never were before. Why? The problem is leadership has stayed stuck. It has remained an occupation instead of becoming a profession. Unlike medicine and law, leadership has no core curriculum considered essential. It has no widely agreed on metric, or criteria for qualification. And it has no professional association to oversee the conduct of its members or assure minimum standards. Professionalizing Leadership looks to a past in which learning to lead was the most important of eruditions. It looks to a present in which learning to lead is as effortless as ubiquitous. And it looks to a future in which learning to be a leader might look different altogether - it might resemble the far more rigorous process of learning to be a doctor or a lawyer. As it stands now, the military is the only major American institution that gets it right. It assumes leadership is a profession that requires those who practice it to be taught in accordance with high professional standards. Barbara Kellerman draws on the military experience specifically to develop a template for learning how to lead generally. Leadership in the first quarter of the present century is different from what it was even in the last quarter of the past century - which is why leadership taught casually and carelessly should no longer suffice. Professionalizing Leadership addresses precisely the problem of how to prepare leaders in accordance with professional norms. It provides the template necessary for transforming leadership from dubious occupation to respectable profession.

A comprehensive study of the entire range of medical practitioners in preindustrial and eraly industrial France.

Winner of the 1983 Pulitzer Prize and the Bancroft Prize in American History, this is a landmark history of how the entire American health care system of doctors, hospitals, health plans, and government programs has evolved over the last two centuries. "The definitive social history of the medical profession in America....A monumental achievement."—H. Jack Geiger, M.D., New York Times Book Review

Professionalizing the Nation's Cybersecurity Workforce? Criteria for Decision-Making considers approaches to increasing the professionalization of the nation's cybersecurity workforce. This report examines workforce requirements for cybersecurity and the segments and job functions in which professionalization is most needed; the role of assessment tools, certification, licensing, and other means for assessing and enhancing professionalization; and emerging approaches, such as performance-based measures. It also examines requirements for the federal (military and civilian) workforce, the private sector, and state and local government. The report focuses on three essential elements: (1) understanding the context for cybersecurity workforce development, (2) considering the relative advantages, disadvantages, and approaches to professionalizing the nation's cybersecurity workforce, and (3) setting forth criteria that can be used to identify which, if any, specialty areas may require professionalization and set forth criteria for evaluating different approaches and tools for professionalization. Professionalizing the Nation's Cybersecurity Workforce? Criteria for Decision-Making characterizes the current landscape for cybersecurity workforce development and sets forth criteria that the federal agencies participating in the National Initiative for Cybersecurity Education-as well as organizations that employ cybersecurity workers-could use to identify which specialty areas may require professionalization and to evaluate different approaches and tools for professionalization.