How I Became Harvard Faculty President A graduate of Harvard Medical School, I became the first student to advance to a doctoral position in health care at Brigham Young University. Once there, I offered a Ph.D. course on the use of mindfulness and hope, and achieved a PhD in neurosurgery. I also created a $10-million private philanthropic network that enabled students from all walks of life to lead healthy and productive lives, and I served as a top adviser to several Harvard scientists.
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That tenure was an impressive achievement, but the other major difference was with the way this discipline focused on helping families. When I did manage to begin my master’s degree at Harvard in 1995, it was among the first times I had ever reached a hospital that specialized on cardiovascular management in patients with multiple sclerosis. In this small community on a blocky waterfront on an old public street, patients can all take their milk baths. But these baths were not just an emergency tub for one patient, but an emergency for 30 patients. Within the past nine years I realized that I needed to do something about the need for such an emergency.
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My initial impetus for this direction was never to become a pediatrician, but rather to be independent. Without continuing the practice of learning new techniques, I ended up pushing hard for an important role within the medical profession at the hospital. Other doctors in that initial position suggested that I go into medicine myself, but then I withdrew. They didn’t respect the separation of my learning activities from that of the patient. When I left Harvard in 1996, I focused my time and energy on working at the hospital, trying to live up to its lofty aspiration and strive to be every doctor and practice in the city.
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At first, I took classes that were part of a new curriculum that I proposed: Meditation. The courses that I offered initially resulted in some good results, and were my first foray into more technical areas. At this point in my career, however, I had three main areas in my professional responsibilities — financial planning, medical supervision, and executive oversight. I always thought of that as its major source of responsibility after helping manage major issues like diabetes, childbirth, and health care, among others. My first major decision was to blog that responsibility completely away from the Harvard-based program I founded in 1979.
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This pushed me from the top of every aspect of my job, and the most fundamental decision I ultimately made in choosing a career was that I change courses I
