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Resiliency and Ethics in the Midst of Change and Innovation

1 day

Medicine, healthcare and research are going through dramatic and dynamic changes in North America, and in the rest of the world. People working in these sectors will be called on, now more than ever before, to deal with change, develop individual and organizational resiliency, and use their complex social reasoning skills to help the profession and society make ethical decisions that have far-reaching and long—term social implications.


This course will demonstrate how dealing with the ongoing changes and innovation in healthcare will call for a high degree of resilience to avoid “burn out.”

  • Learning Objectives
  • Define resilience in terms of your own leadership role
  • Develop an appreciation of the link between resilience and effective leadership
  • Identify the level of resilience you bring to leadership
  • Understand your predisposition to change and the link to being resilient
  • Appreciate the leadership resiliency advantage of being able to engage in non-arbitrary social co-operation and consensus building — “complex moral reasoning”


Experienced, passionate, innovative. The expert is a leader in his field.


Gregory McQueen

Gregory McQueen is the CEO of G. McQueen Consulting Services (GMC Services). Prior to being engaged in full—time consulting, McQueen was the Senior Associate Dean and Professor of Medical Humanities, Ethics and Health Care Leadership at A.T. Still University of Health Sciences, Medical School.

He holds a faculty associate appointment at the Niagara Institute, an international leadership development center within the Conference Board of Canada, and is a certified executive feedback coach with the Center for Creative Leadership, University of North Carolina.

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