Editor’s Letter

Facing the Unknown

The unknown, in all its uncertainty, can be terrifying. I first learned this as an eager freshman English major at UCA, when I decided to jump right into the deep end and begin my studies with Early English Literature. It was in that class – taught by a wonderfully animated, knowledgeable, bespectacled, and bearded professor – that I grasped this aspect of human nature in a way I can’t forget.

I’m sure many of you read the AngloSaxon epic poem Beowulf at some point in your schooling, so I’ll dispense with a lengthy plot summary. It’s enough, for our purposes, to know that the poem’s “Big Bad,” as the kids say these days, is Grendel.

In our very first group discussion, my ruddy-cheeked professor prodded us with the same question over and over, “Why is Grendel so scary?” We called out our answers: He’s a demonic presence! He’s terrorizing people! But we sensed that none of our answers was quite right. It was difficult to verbalize why Grendel was such a captivating villain.

Then, at last, my professor unlocked the answer: “Grendel is scary because the poet never offers us a visual description. In place of the unknown details, we automatically draw in our own worst nightmares.”

The unknown ignites the imagination. Uncertainty challenges our sense of stability and control.

In the hospital world, the unknown is ever-present. When it comes to patient care, our quality professionals put systems in place to help caregivers face whatever unknowns arise on a given shift. Facility managers, too, must have plans B, C, D, and E ready at all times. Hospital administrators must be agile, flexible, and responsive to regulatory changes, financial demands, and the needs of employees.

If a poet writing in the early 700s knew the power of the unknown, how are hospital workers – constantly confronted with the unknown – not entirely paralyzed with fear? What makes hospitals different?

I believe the answer is mission. They have chosen, as their life’s work, to wrangle with the terrifying unknown, to prepare for the worst while giving their best. They are driven by the mission of providing superior care to patients who, themselves, are facing the terrors of uncertainty.

As part of the community that surrounds our state’s hospitals, we know that uncertainty is compounding as financial pressures continue to mount. This is the moment that today’s – and tomorrow’s – challenges push us to advocate more loudly than ever for our hospitals.

On page 43 of this issue, AHA Executive Vice President Jodiane Tritt previews the upcoming legislative session, and she details areas where our voices are needed. We invite you to use the link in that article to join our advocacy community. You’ll receive updates on the session as it unfolds.

The same community that works within – and advocates for – hospitals met in person for the first time in two years this November. It was an Annual Meeting like no other. People were hungry to find answers to the questions keeping us all up at night. How do we keep staff members engaged? How can we meet the mental and physical needs of our overworked staff? How can we improve our hospital culture? Are we equipped to recognize staff members and patients who suffer from trauma? And what can we do to keep hospitals’ doors open during a financial crisis?

One thing is certain: the community that supports health care and works within health care is determined. We are prepared to speak up for our hospitals, our staff members, and our patients. And your voice is needed. Health care’s future uncertainties may still be unknown, but we will identify and challenge them. We will work together to face down health care’s many Grendels.

Ashley Warren

Editor in Chief