“Perspective is Providence.”

 

What do you see in the picture above?

It is a color photograph of one of my patients, diagnosed with wet macular degeneration, who has suffered a devastating hemorrhage. Her vision is worse than legal blindness and, due to several factors, the prognosis is poor for any vision improvement.

So, what do you see in this picture of pathology?

Do you see a foregone conclusion? A lost cause? A chance for a miracle? Hope in a complicated case? Consequences of a blinding condition?

Do you fight for any gain, at any cost? Or do you accept and move on preferring to first, do no harm?

 

TASK AT HAND: This week I’m thinking about perspective. Where the painting tells the story, perspective is the frame. Perspective, must be congruent to the painting of houses, to accurately engage the conflict or decision in question. I think of perspective as the ability to see beyond the literal – to read between the lines – and akin to emotional intelligence. Perspective is to see beyond what meets the eyes. Without it, one is tone deaf. Perspective affords you the ability to decipher in real time, rather than in a vacuum.

“Perspective is to see beyond what meets the eyes. Perspective affords you the ability to decipher in real time, rather than in a vacuum.”

 

As a surgeon, I’m lucky because I get to develop a frank dialogue with my patients so that we can decide, through informed and shared decision making, on a path to purse together. I provide my professional opinion – but ultimately – we decide together. My perspective in these situations combines a mix of the unique patient before me and the knowledge, experience, and instinct within me. I must never disregard this perspective.

For the decisions in our lives, many of the times, we are not so lucky as to have a second vantage point on decision making. This is one of the reasons why fallacies and bias are so troubling and can cause much of misguided strategy. As we bounce possibilities around, they can become extricated from reality and adorned with bias.

Now, what does providence have to do with any of this?

Providence can be defined as protective care from a higher power such as nature, spiritual forces or religious deities. But, I use it here as defining the timely preparation for future eventualities. Providence, to be prepared for the future, can be found in perspective. In other words, to have perspective and insight, provides preparation for what you may encounter in the unknown path in front of you. For all the apparitions of darkness, joy, pain, success, and failure that you may encounter, find providence in perspective. Use perspective for comprehension. Let your execution be guided by providence.

“Providence, to be prepared for the future, can be found in perspective. Use perspective for comprehension. Let your execution be guided by providence.”

 

MEDICINE & MACULA: If you haven’t had a chance, check out my new book, Decision Diagnosis: Seven Antidotes to Decision Procrastination. For those who have already gotten their copies, sincere thanks for your interest and for making it an Amazon best seller in multiple categories and countries!


Both paperback and Kindle versions are available here.

GRATIS: “The only real voyage of discovery consists not in seeking new landscapes but in having new eyes.” -Marcel Proust

 

My best to you,

David Almeida

david@davidalmeidamd.com

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“Creativity, in an unproductive form, may emit a flash in the pan, but rarely creates enough light to sustain the night.”

 

TASK AT HAND: This week I’m thinking about productivity versus creativity. Productivity – how we think – can be thought of as the grammar or syntax of a sentence. Creativity – what we think – are the words, concepts and emotions in that sentence. I think of productivity as the order and arrangement of a composition whereas creativity is the unique melody. While productivity tends to have basis in ordered and logical processes, creativity can be borne out of entropy and randomness.

“Productivity is the order and arrangement of a composition.

Creativity is the unique melody.”

 

Linear thinking; for example, events separated by time, follows a predictable pattern of organization and can be connected without much labor. On the other hand, the connection of multi-dimensional coordinates usually requires creativity to consolidate disparate variables. Creativity can provide wonderful and novel insights into problems and phenomenon but, the crux is that creativity is not enough for successful strategy. At some point, creative findings need to be distilled into elements of capable comprehension for effective decision making. In summary: being creative is not enough! Much talent is wasted and, we all know examples, where lack of work ethic undermines the creative process.

“At some point, creative findings need to be distilled into elements of capable comprehension.”

Why discuss these two concepts here on this week’s Sunday Surgical Scrub? Over the last few weeks, I have received emails and questions on how to enrich one’s creativity. Personally, few wonders are as rewarding as the creative process; however, often, creativity, or a lack thereof, is not the problem. The more commonly encountered issue lies in deficiencies in bringing that original concept – what you thought – into a thesis that can be evoked and understood.

I need to emphasize that the call to action here is not for more productive individuals at a cost of creativity. Rather, seek a state of wholeness where both the synthesis and organization of new thoughts and ideas coexist. Find congruency in their relationship.

“Seek a state of wholeness where both the synthesis and organization of new ideas coexist.”

Next time you are pondering problems or reflecting on ramifications, break down the elements of your decisions into the aspects of productivity (how you think) and creativity (what you think). This will give you valuable insight into the overall process. You will be surprised at your creativity, and you will appreciate the process for decoding it.

 

MEDICINE & MACULA:  Many thanks to Scott Krzywonos, Editor-in-Chief of New Retina MD and producer of the New Retina Radio podcast.

I was on the latest New Retina Radio Podcast. Check out Episode 4, PhD, MBA, JD, MS: Alphabet Soup where we discuss how multiple degrees, beyond the Medical Doctor, enrich the role of the physician and the subspecialty of vitreoretinal surgery.

You can find the episode here.

 

GRATIS: Both productivity and creativity are concepts that improve with journaling. Write down 1-3 new ideas each day. Do this at a time of day when you are alert and awake (not as a checklist before bed). Warning: they will be terrible at first, but this is ok. Like working a muscle, you need to build up strength, endurance, and precision in the execution of creative thought. Next, write down one problem or process that hinders your productivity (look out for the repeated theme of procrastination). The latter will allow you to identify areas that bleed productivity from your life. Finally, periodically reflect on your points to strengthen your creativity and intellectual prowess. Not uncommonly, you will be pleasantly surprised to find creative solutions to productivity problems.

 

My best to you,

David Almeida

david@davidalmeidamd.com

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“Do not be sunk by the weight of history and do not let inertia impede your improvement.”

 

TASK AT HAND: This week I’m thinking about two stumbling blocks that can insidiously creep into our perceptions and influence our strategies.

1. The weight of history. The weight of history is the concept that our personal and collective historical baggage can be so heavy that it limits our progress. This can strain relationships and hinder decision making.

Now, it is imperative that you live with the correct – i.e., true – facts and conclusions from your history. However, it does not mean you must be weighed down by them. History is an ocean of knowledge, but it can also drown you. If you shackle yourself to the portrait of who you were yesterday, you may bind yourself to painting the same picture again today.

“If you shackle yourself to the portrait of who you were yesterday, you may bind yourself to painting the same picture again today.”

I want you to let go of this weight! How? Find an action or outcome from the past that you felt delivered underwhelming results. Look for the root cause; for example, a tendency to rush decisions. Now, find a tentative solution; like being cognizant of the time available for each decision. Then, institute a change as a means of unburdening yourself of a negative historical weight.

 

2. Law of inertia. This concept is from Newton’s First Law of Motion which reads:

“An object at rest stays at rest and an object in motion stays in motion with the same speed and in the same direction unless acted upon by an unbalanced force.” Newton’s First Law of Motion

I want to surmise this law into a simple statement: “objects tend to do what they do”.

What’s the relevance for us? Where the weight of history limits our progress, the inertia in our lives – the stereotypical rhythms of our actions and strategies – can keep us from findings new directions to grow, learn, and discover.

How do you curate the change to overcome inertia? Newton answers this for us: “unless acted by an unbalanced force”. Find an unbalanced force – spontaneity, travel, a rewarding relationship – and invest time and energy in it to overcome the inertia and resistance blowing against you.

 

MEDICINE & MACULA: Check out our newest publication, Efficacy of the Intravitreal Sustained-Release Dexamethasone Implant for Diabetic Macular Edema Refractory to Anti-Vascular Endothelial Growth Factor Therapy: Meta-Analysis and Clinical Implications (Khan, Kuriakose, Khan, Chin & Almeida) published in Ophthalmic Surgery, Lasers and Imaging Retina (February 2017, Volume 48, Issue 2, pages 160-166, DOI: 10.3928/23258160-20170130-10).


In this meta-analysis, we examined a total of 3,859 patients among 15 studies and found that treatment with Ozurdex is associated with significant mean improvement in visual acuity in patients with diabetic macular edema who have a sub-optimal response to anti-vascular endothelial growth factor therapy. This is further support to a multimodality approach to treating diabetic macular edema.

You can find the study here.

GRATIS: “The reason men oppose progress is not that they hate progress, but that they love inertia.” -Elbert Hubbard

 

My best to you,

David Almeida

david@davidalmeidamd.com

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“Panic causes tunnel vision. Calm acceptance of danger allows us to more easily assess the situation and see the options.” -Simon Sinek

 

TASK AT HAND: This week I’m thinking about the pitfall of cognitive tunneling. Cognitive tunneling, also known as cognitive capture, is an inattentional blindness phenomenon where one becomes hyper-focused on some variable other than the present environment. When this occurs, as the old axiom states, you “can’t see the forest for the trees”; or in other words, you become obsessed in some sentence that you lose perspective of the story.

“Cognitive tunneling is an inattentional blindness phenomenon where one can’t see the forest for the trees.”

When cognitive tunneling occurs, the individual may become lost in internal thought or instrumentation and lose focus on the present action or environment. An example would be a pilot focused on an altimeter rather than the runway ahead. More commonly, we tend to become entrenched in inner negative thought rather than executing effective strategies for the conflicts we face in our lives.

Inattentional blindness is primarily caused by our unconscious minds, particularly when we are overwhelmed with information or options, fatigued, inebriated or panicked (Caroline Beaton, Millennial Cognitive Tunnel Syndrome: Why We Miss The Solutions To Our Career Crises, Forbes July 2016). Realizing that our unconscious minds aren’t always the best at determining what’s important, cognitive tunneling helps explains why we tend to react to failures in counterproductive ways. Instead of remaining focused on the conflict, we lose awareness and move farther away from resolving the issue.

As mentioned above, under stress, this cognitive capture is exacerbated into the error of tunnel vision where the range of cue utilization is reduced (Dirkin GR, Cognitive tunneling: use of visual information under stress, Percept Mot Skills 1983;56(1):191-8). Simply put, tunnel vision limits our ability to process peripheral information because we are over-committed to some central issue.

“Under stress, this cognitive capture is exacerbated into the error of tunnel vision.”

Why is this important?

The crux here is awareness! You are at your best with maximal awareness for the task at hand, but also by being cognizant of the variables that influence it. Awareness is akin to context and, minimizing cognitive tunneling, aids you in the processing of relevant information. One step further, improved contextual awareness allows you to filter out the relevant from the irrelevant which minimizes your chances of becoming trapped by unimportant details.

“Awareness is akin to context and, minimizing cognitive tunneling, aids you in the processing of relevant information.”

 

MEDICINE & MACULA: Thanks again for all the interest in my new book, Decision Diagnosis: Seven Antidotes to Decision Procrastination, and for making it an Amazon best seller in multiple categories and countries!

Both paperback and Kindle versions are now available here.

GRATIS: “Stress makes us prone to tunnel vision, less likely to take in the information we need. Anxiety makes us more risk-averse than we would be regularly and more deferential.” -Noreena Hertz

 

My best to you,

David Almeida

david@davidalmeidamd.com

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“Man is the only kind of varmint who sets his own trap, baits it, then steps in it.”

-John Steinbeck

TASK AT HAND: This week I’m thinking about the confirmation trap. Confirmation bias, also known as the confirmation trap, occurs when we procure data and information that aligns with our beliefs and ignore that which runs counter to our arguments.

“The confirmation trap occurs when we procure data and information that aligns with our beliefs and ignore that which runs counter to our arguments.”

The ability to recognize bias is essential for survival. To be cognizant that we are strongly attracted to our own beliefs and that these biases, left unchecked, increase our vulnerability for errors needs to be constantly addressed. Bias in opinion is easier to detect and correct; however, confirmation bias – when we actively seek out information to back our preconceived beliefs is dangerous!

“The ability to recognize bias is essential for survival.”

 

How do you avoid the confirmation trap?

How do you escape the fallacy of searching for information that propagates an erroneous echo chamber?

There are three strategies you can employ that are effective at liberating you from this trap.

1. Be a cynic. Act like a doubter. Question as a skeptic. Question both the quality of the data and the validity of the source. Those that know me, come to recognize that engagement by means of doubt is something I value dearly. I believe that the ability to question is essential for the overall health of the individual and the common collective. Worthwhile societal contributions are commonly created by this process of questioning and conflict.

“The ability to question is essential for the overall health of the individual and the common collective.”

2. Plan how you acquire your data or information. This strategy tends to apply more towards your professional tasks but I recommend you plan your data gathering ahead of time. In the medical and scientific literature, we describe this as a priori endpoints and outcome measures. The act of specifying analytical methodology before you start looking at the results minimizes haphazard and scattered conclusions.

3. Two sources are better than one. When in doubt, have multiple sources. Few strategies are as simple, yet as effective, as having multiple trusted sources to ascertain the validity of the information you are analyzing. As I have mentioned here on the Sunday Surgical Scrub before, never rely on just one source for any meaning analysis.

 

MEDICINE & MACULA: My new book, Decision Diagnosis: Seven Antidotes to Decision Procrastination, is now available on both Kindle and as a paperback.

My sincere thanks for making it an Amazon best seller in multiple categories and countries!

 You can find it here.

 

GRATIS: Whenever I’m lucky enough to get the opportunity to drive my kids to school, I always remind them to ask one good new question each day. Then, I ask them to look for holes, fallacies and inconsistencies in the answer they get back. Always be on guard for the confirmation trap!

 

My best to you,

David Almeida

david@davidalmeidamd.com

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“Think outside the box, collapse the box, and take a sharp knife to it.”

–Banksy (Wall & Piece)

TASK AT HAND: This week I’m thinking about the axiom, “think outside the box”. I don’t particularly like clichés but they sometimes are exemplary to illustrate a concept. For example, what does it mean, “think outside the box”? This is one you hear constantly, irrespective of field or expertise.

When I hear, “think outside the box”, I interpret this as the pursuit of original thought, creative discourse, or innovative strategy. These are all worthwhile goals! In fact, I believe these to be crucial to personal growth. As we previously discussed here on the Sunday Surgical Scrub with Constant Change (August 2016) and Agents of Change (January 2017), one must change or pay the heavy price for staying the same.

Banksy, the infamous social artist articulates and extends this concept one step further with our introductory quote. He feels that thinking outside the box is not enough; you need to shred and destroy the box – thereby eliminating boundaries – to appreciate your full creative potential. I like this!

 

But how do we go about getting outside the boxes that constraint our deliberations and decisions? There are two strategies that are central to getting outside the box.

1. Grow your capacity for self-awareness. Pursue self-enquiry and probe the degree of self-awareness you currently occupy. Do you constantly revisit your ability to look inward? This is challenging and difficult but, your ability to get out of the box and escape its boundaries, relies on your ability to be self-aware. Only when you recognize your comforts and conveniences can you eclipse them. The knife you need to cut this box into pieces is your degree of self-awareness. Sharpen it often!

2. Invite conflict. Akin to your degree of self-awareness is your desire to invite conflict in your life. Note, I do not mean to invite melodrama or perfunctory argument. Invite genuine conflict into your ideas. Invite conflict so as to challenge your strategies. You will find the resultant solutions are wonderful elaborations rather than products of simple linear thinking. Having conflict need not create a discordant song but rather allows for a symphony with rich notes and rhythms.

So, next time you are faced with dilemma or decision, get out of the box, stomp on the box, cut up the box, and realize that you need not be confined to its boundaries. Instead, use self-enquiry and self-awareness to invite conflict as a means for the creative expression of innovative solutions and strategies.

 

MEDICINE & MACULA: Thanks to everyone for all the support and interest in my new book, Decision Diagnosis: Seven Antidotes to Decision Procrastination.

It is a now an Amazon best seller in multiple categories and countries!

My sincere thanks!

You can find the book here. 

 

GRATIS: “Instead of thinking outside the box, get rid of the box.” -Deepak Chopra

 

My best to you,

David Almeida

david@davidalmeidamd.com

 

 

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“Gambling: The sure way of getting nothing for something.”

-Wilson Mizner

 

TASK AT HAND: This week I’m thinking about the gambler’s fallacy. When you flip a coin, the outcome (assuming a fair coin) is independent of the previous result. The gambler’s fallacy is the mistaken belief that, what happens more frequently in one time period, will happen less frequently in another time period.

“The gambler’s fallacy is the mistaken belief that, what happens more frequently in one time period, will happen less frequently in another time period.”

For example, someone flips a coin and it lands on heads five times in a row. What do you expect the next result to be? It’s still a 50% chance of heads or tails because, in situations where what is being observed is truly random, the previous result has no effect on the next result. The fallacy to think that the next coin flip will reveal tails, because the last five were heads, occurs by the appeal of this fallacy to the human mind which surmises that the next result “should” be different than the previous ones.

“In situations where what is being observed is truly random, the previous result has no effect on the next result.”

Why are we talking about this on today’s Sunday Surgical Scrub? The reason is this fallacy arises in varied situations and needs to be differentiated from the principle that, the best indicator of future performance is past performance. The significant difference between this key principle and the gambler’s fallacy is that the latter applies to random events while the former is best applied to the complex personal and professional strategies we employ.

For example, let’s take the situation of a job application. Let us take someone who has been turned down for five straight positions and has a sixth interview scheduled. He or she can take the approach that, “I’m bound to get one of these jobs sooner or later since I’ve been rejected so many times”. This is the gambler’s fallacy at work. Don’t see this as a random event in the same way a roulette spin is a random event. Our choices involve a multitude of inputs that we must process and then synthesize a coherent strategy from. The preferred adaptive approach would be to ask for feedback at the five rejections and look for common themes. Why are you not getting these jobs? Are there more qualified applicants? Is there a problem with your skill set? Do you have a bad reference? If you don’t seek this crucial information out, it will be difficult to break through and change the result. Contrast this with someone who pays attention to detail and seeks out positions that best suit his or her skill set. They may only get two or three interviews but, the chance of successful conversion, will be higher.

“Our choices involve a multitude of inputs that we must process and then synthesize a coherent strategy from. They are not random events in the same way a roulette spin is a random event.”

“Casino gambling is colorful and dramatic and theatrical” (Steve Wynn). Leave gambling to the theatrics of the casino. Don’t gamble with the decisions we ponder and pontificate on. Avoid the gambler’s fallacy in random events and, when it comes to choices and crossroads, use the power of analysis to maximize your performance and achieve the objectives you seek. Don’t ever leave these to chance.

 

MEDICINE & MACULA: Many thanks for the interest and support for my new book, Decision Diagnosis: Seven Antidotes to Decision Procrastination. Since its release, it has held a top spot on Amazon in multiple categories and in multiple countries.

It is currently listed as:

#1 in Decision-Making & Problem Solving (USA)
#1 in Management & Leadership (USA)
#2 in Business & Money (USA)
#3 in Management & Leadership (UK)
#2 in Decision-Making & Problem Solving (Germany)
#1 in Self-Help & Success (Canada)
#1 in Decision-Making & Problem Solving (Canada)
#1 in Management & Leadership, Decision-Making & Problem Solving (Canada)
#1 in Decision-Making & Problem Solving (Australia)

My sincere thanks for the support!

The paperback will be released in the next few days and you find it here.

 

GRATIS: “In a bet, there is always a fool and a thief.” -Unknown
 

My best to you,

David Almeida

david@davidalmeidamd.com

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“Fight the need to judge. Become a celebrator rather than a critic.”

 

TASK AT HAND: This week I’m thinking about critics. As we all know, everyone is a critic! Everyone has opinions and biases that they feel the need to impart on others. The need to judge has two facets. On the one hand, you need to judge effectively to survive the physicality of life. You need to judge which food to eat and avoid the rotten fruit. You need to judge whether to drive given the forecast for a snowstorm. You need to judge the offers, opportunities, and obligations present in your life.

However, on the other hand, there is a point when the need to judge degrades our relationships and experiences. Constantly criticizing the possible or perceived negative aspects of our station causes us to lose the ability to fully partake in it. In this stressful state, we become defensive and detached. It is difficult to acknowledge that by criticizing, we are retracting from meaningful communication. By judging, we are choosing to turn away from the rapport and recognition that may help us grow and develop.

“By judging, we are choosing to turn away from the rapport and recognition that may help us grow and develop.”

So, what do you do? How do you become a celebrator rather than a critic? There are two strategies to embrace your inner celebrator. First, accept that “Time is the fairest and toughest judge” (Edgar Quinet). You don’t need to judge anyone. You don’t need to criticize every interaction. Time will hand down its judgment on all. You can free yourself from this need to judge by seeing yourself as an insignificant microcosm on time’s rather lengthy record. This liberating action helps you detach from negative encounters without becoming consumed by them.

“You don’t need to judge anyone. You don’t need to criticize every interaction. Time will hand down its judgment on all.”

Second, celebrate with gratitude! Whether it be relationships or duties, find some aspect to be grateful for. Then celebrate it! Although simple, this is not intuitive, because of our overwhelming need to find negative attributes to correct. Next time you want to judge someone or something, try this. Find some aspect that you are grateful for and celebrate it. Before you know it, instead of criticizing you will be celebrating even losses and hardship.

“Rather than criticizing, find some aspect that you are grateful for and celebrate it!”

 

MEDICINE & MACULA: Check out our latest publication, Deer Tick Masquerading as Pigmented Conjunctival Lesion (Robin K Kuriakose, Lorna W Grant, Eric K Chin & David RP Almeida) published in the American Journal of Ophthalmology Case Reports.

In it, we report a unique case of tick penetration of a black-legged deer tick (Ixodes scapularis) into the conjunctiva. Despite the low risk for Lyme disease, doxycycline was prescribed for prophylaxis. In any case of suspected tick penetration to the ocular surface, immediate ophthalmologic consultation and prompt removal as well as attention paid to the Infectious Diseases Society of America guidelines regarding prophylaxis.

You can find the study here.

 

GRATIS: “Let you look sometimes for the goodness in me, and judge me not.” -Arthur Miller

 

My best to you,

David Almeida

david@davidalmeidamd.com

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“Passion is about living days immersed in the strength of a barely controllable emotion.”

 

TASK AT HAND: First, I want to say thanks to everyone for their interest and support in my new book, Decision Diagnosis: Seven Antidotes to Decision Procrastination. As I mentioned last week, I am going to do one more excerpt from the book here on today’s Sunday Surgical Scrub.

As part of my initial launch, I have reduced the price to 99 cents for one more week. If you feel inclined, kindly take a moment to leave a review. You can find it on Amazon here. If you are having any trouble with the link, you can copy and paste this address into your web browser: https://www.amazon.com/dp/B01NCRPPVL

 

Here is a portion from Chapter 6: Alleviating Factors, on the concept of passion in decision-making, personal relationships, and how to regularly reacquaint yourself with passion in your life. If there is one part of the book that feeds all others, yet stands alone, it is the one that follows.

 

Passion
To practice with passion, we need to define the concept of passion. We need to identify why passion is so important to successful strategic development. Passion is about living days immersed in the strength of a barely controllable emotion. Passion, as a source of energy, can be oppressed by the many tasks and distractions that endlessly intrude into our lives. However, I have found that reacquainting yourself with your passion is a revitalizing elixir of energy, focus, and determination that you can’t neglect.

“Passion, as a source of energy, can be oppressed by the many tasks and distractions that endlessly intrude into our lives.”

Consequently, I have found three strategies to ensure that passion is a tenet not lost and neglected. Using these three strategies, you can routinely and commonly implement your passion into your decision-making.

Passion and decision-making. When you are formulating decisions and employing strategies in your business or professional life, don’t neglect to acquaint yourself with your drives and desires. Some aspects are best decided dispassionately, but core fundamentals require a degree of enthusiasm, self-expression, and identity to fulfill the full potential of the decision in question. Many times, when you have options without major distinctions, choosing the one best aligned with your passion will provide you opportunities you did not foresee.

“A personal relationship without some element of passion is a mere acquaintance.”

Passion in your personal relationships. A personal relationship without some element of passion is a mere acquaintance. Strive to consistently surround yourself with people who stroke the fires of vitality: those who challenge you, those who ask you to grow, and those who allow you to change. Finding passion in your personal relationships will allow you to achieve better decisions, implement better strategies, and be more content in the relationships you have and care for.

Passion in your daily life. Finally, regardless of your professional and personal endeavors, do something you are passionate about each day. There is no need for it to be for more than a few minutes, but stay connected to that drive daily. Don’t lose this connection because it is a defining part of who you are.

The aim is that when you look back on your life, you can recall a life lived with passion—days filled with this barely controllable emotion that allows you to create and touch the lives of others in fantastical and wonderful ways.

 

GRATIS: “Let us live so that when we come to die even the undertaker will be sorry.” -Mark Twain

 

My best to you,

David Almeida

david@davidalmeidamd.com

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“What makes a strategy successful?

If it works, it’s successful!”

 

TASK AT HAND: This week, as you have probably noticed, I’m going off script here on the Sunday Surgical Scrub. Earlier this week, I published my first book entitled, Decision Diagnosis: Seven Antidotes to Decision Procrastination.

 

As part of the initial launch, I have reduced the price to 99 cents for a limited time. In return for this reduced price, I ask that, if you choose to download the book, you kindly take a moment to leave a review. My book will only be at this reduced price for the next two weeks and you can find it on Amazon here.
If you are having any trouble with the link above, you can copy and paste this link into your web browser: https://www.amazon.com/dp/B01NCRPPVL

 

With sincere thanks for your interest and support, I leave you here with the Introduction:

Are you struggling with decision-making? Are you having difficulty with the efficient application of strategies, whether in life or work? Is your life negatively affected by feelings of mediocrity, a sense of being stuck or glued to a lack of progress, or a lack of ability to move to the next phase in life?

If you are overwhelmed with decisions or struggling to find the best way to succeed and move forward, there is a solution.

“You can’t make successful decisions if you don’t know what those decisions are asking of you.”

You can’t make successful decisions if you don’t know what those decisions are asking of you. But when you uncover all the parts you need to consider, you can make fruitful and focused decisions. In this book, via the brokering of economics theories, the scientific method, and a surgical approach to medical problems, you will find innovative methods to diagnosing decisions and tools for improving your clarity in personal and professional decision-making.

My years as a physician and surgeon have given me insight into the diagnosis of complex diseases. I have learned that they can appear in many ways. Sometimes, a patient’s disease presents itself in a textbook way, making the diagnosis and treatment straightforward. However, most of the time, diseases present in convoluted manners, leaving doctors confused, with the possibility of complications with catastrophic implications.

Similarly, one day, life may flow predictably and idly, and the other, it may thrust you into violent storms that require sharp strategy, thoughtful decision-making, and excellent execution. So why not equip yourself to react and apply the correct techniques and maneuvers to prevent this pathology from taking a permanent hold?

Physicians and surgeons routinely go through seven attributes of a medical problem to tease out the pertinent positives and negatives from a patient, so as to arrive at the right diagnosis and manage the patient with the correct treatment. Here I have hybridized this medical technique normally used for complex diagnoses with my work in research and business leadership to create seven antidotes to decision procrastination—a framework, entitled Decision Diagnosis, which we can apply to decision-making.

I believe that when you apply this framework, it will provide useful insights. Most importantly of all, it will help you achieve a greater understanding, clarity, and focus in your strategy and decision-making. Whether it is for personal or professional decisions, I believe this construct will help you succeed and improve your strategic and executive function.

The seven antidotes are all about uncovering the relevant factors of your decisions so that you can be successful in your decision-making process. There are seven characteristics that you need to evaluate and judge to enhance your ability to be efficient and successful in decision-making: character, setting, timing, quality, quantity, aggravating factors, and alleviating factors.

Over the next chapters, I will show you how to apply this framework effectively, and I will break down complex decisions to give you the best possible understanding as you navigate through the difficult storms of life.

 

GRATIS: I’ll post one more portion of the book here next week as part of the initial launch.

 

My best to you,

David Almeida

david@davidalmeidamd.com

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