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Went Walkabout. Brought back Google Wave.

Back in early 2004, Google took an interest in a tiny mapping startup called Where 2 Tech, founded by my brother Jens and me. We were excited to join Google and help create what would become <a href="http://maps.google.com/">Google Maps</a>. But we also started thinking about what might come next for us after maps. As always, Jens came up with the answer: communication. He pointed out that two of the most spectacular successes in digital communication, email and instant messaging, were originally designed in the '60s to imitate analog formats — email mimicked snail mail, and IM mimicked phone calls. Since then, so many different forms of communication had been invented — blogs, wikis, collaborative documents, etc. — and computers and networks had dramatically improved. So Jens proposed a new communications model that presumed all these advances as a starting point, and I was immediately sold. (Jens insists it took him hours to convince me, but I like my version better.) We had a blast the next couple years turning Where 2's prototype mapping site into Google Maps. But finally we decided it was time to leave the Maps team and turn Jens' new idea into a project, which we codenamed "Walkabout." We started with a set of tough questions: <ul><li>Why do we have to live with divides between different types of communication — email versus chat, or conversations versus documents?</li><li>Could a single communications model span all or most of the systems in use on the web today, in one smooth continuum? How simple could we make it?</li><li>What if we tried designing a communications system that took advantage of computers' current abilities, rather than imitating non-electronic forms? </li></ul>After months holed up in a conference room in the <a href="http://maps.google.com/maps?q=48+Pirrama+Road+Pyrmont,+NSW+2009&oe=utf-8&client=firefox-a&ie=UTF8&split=0&gl=us&ei=Y3EcSsGXO46UswOYme3ZCA&ll=-33.865997,151.195736&spn=0.009229,0.022745&z=16&iwloc=A">Sydney office</a>, our five-person "startup" team emerged with a prototype. And now, after more than two years of expanding our ideas, our team, and technology, we're very eager to return and see what the world might think. Today we're giving developers an early preview of Google Wave. A "wave" is equal parts conversation and document, where people can communicate and work together with richly formatted text, photos, videos, maps, and more. <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjNCGFN-xwcoNlkDo4kO-aMA1dIYF1rPa_xaX6N2bU-4F-7C6d8_q-ATQtMgtNImxU7L7WBY6PNc40IC6KvNGC5vJ7zERjbAaS4wosKVy8JvVFEfFAbZJ21RZpqJgAaJX_Qx_CW9HO87PdK/s1600-h/Google_Wave_snapshots_inbox.png" onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}"><img alt="" border="0" id="BLOGGER_PHOTO_ID_5340763954261169682" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjNCGFN-xwcoNlkDo4kO-aMA1dIYF1rPa_xaX6N2bU-4F-7C6d8_q-ATQtMgtNImxU7L7WBY6PNc40IC6KvNGC5vJ7zERjbAaS4wosKVy8JvVFEfFAbZJ21RZpqJgAaJX_Qx_CW9HO87PdK/s400/Google_Wave_snapshots_inbox.png" style="display:block; margin:0px auto 10px; text-align:center;cursor:pointer; cursor:hand;width: 400px; height: 261px;" /></a> Here's how it works: In Google Wave you create a wave and add people to it. Everyone on your wave can use richly formatted text, photos, gadgets, and even feeds from other sources on the web. They can insert a reply or edit the wave directly. It's concurrent rich-text editing, where you see on your screen nearly instantly what your fellow collaborators are typing in your wave. That means Google Wave is just as well suited for quick messages as for persistent content — it allows for both collaboration and communication. You can also use "playback" to rewind the wave and see how it evolved. As with <a href="http://code.google.com/android/">Android</a>, <a href="http://code.google.com/chromium/">Google Chrome</a>, and many other Google efforts, we plan to make the code open source as a way to encourage the developer community to get involved. Google Wave is very open and extensible, and we're inviting developers to add all kinds of cool stuff before our public launch. Google Wave has three layers: the product, the platform, and the protocol: <ul><li>The Google Wave product (available as a developer preview) is the web application people will use to access and edit waves. It's an HTML 5 app, built on <a href="http://code.google.com/webtoolkit/">Google Web Toolkit</a>. It includes a rich text editor and other functions like desktop drag-and-drop (which, for example, lets you drag a set of photos right into a wave). </li><li>Google Wave can also be considered a platform with a rich set of open APIs that allow developers to embed waves in other web services, and to build new extensions that work inside waves.</li><li>The Google Wave protocol is the underlying format for storing and the means of sharing waves, and includes the "live" concurrency control, which allows edits to be reflected instantly across users and services. The protocol is designed for open federation, such that anyone's Wave services can interoperate with each other and with the Google Wave service. To encourage adoption of the protocol, we intend to open source the code behind Google Wave. </li></ul>So, this leaves one big question we need your help answering: What else can we do with this? If you're a developer and you'd like to roll up your sleeves and start working on Google Wave with us, you can read more on the <a href="http://googlewavedev.blogspot.com/2009/05/introducing-google-wave-apis-what-can.html">Google Wave Developer blog</a> about the <a href="http://code.google.com/apis/wave/">Google Wave APIs</a>, and check out the <a href="http://google-code-updates.blogspot.com/2009/05/hello-world-meet-google-wave.html">Google Code blog</a> to learn more about the <a href="http://www.waveprotocol.org/">Google Wave Federation Protocol</a>.  If you'd like to be notified when we launch Google Wave as a public product, you can sign up at <a href="http://wave.google.com/">http://wave.google.com</a>/. We don't have a specific timeframe for public release, but we're planning to continue working on Google Wave for a number of months more as a developer preview. We're excited to see what feedback we get from our early tinkerers, and we'll undoubtedly make lots of changes to the Google Wave product, platform, and protocol as we go. We look forward to seeing what you come up with!<div> </div><div>Update @ 7:07PM: The <a href="http://www.youtube.com/watch?v=v_UyVmITiYQ">video</a> of the Google Wave keynote presentation is now available:</div><div> </div><div><object height="344" width="425"><param name="movie" value="http://www.youtube.com/v/v_UyVmITiYQ&hl=en&fs=1"><param name="allowFullScreen" value="true"><param name="allowscriptaccess" value="always"><embed src="http://www.youtube.com/v/v_UyVmITiYQ&hl=en&fs=1" type="application/x-shockwave-flash" allowscriptaccess="always" allowfullscreen="true" width="425" height="344"></embed></object> </div><div> Posted by Lars Rasmussen, Software Engineering Manager</div>

Went Walkabout. Brought back Google Wave.

Back in early 2004, Google took an interest in a tiny mapping startup called Where 2 Tech, founded by my brother Jens and me. We were excite...

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Search engineer stories

I came to Google because I wanted to work on hard problems and have a big impact on the world. Four years later, I'm still constantly awed by how challenging search is. We work on improving the entire search process, including formulating queries, evaluating results, reading and understanding information, and digging deeper with this new information. Every day we work on ways, both big and small, for search to be better, faster, and more effortless. My fellow engineers and I wanted to give a peek into some of the challenges we face and how we're trying to make search even better. We created a <a href="http://www.youtube.com/view_play_list?p=396574970FFD6E31">series of short videos</a> so you could hear straight from the engineers. Here's mine, where I talk about a change to spell suggestions. <object height="295" width="480"><param name="movie" value="http://www.youtube.com/v/SWTzYAIkBdE&hl=en&fs=1"><param name="allowFullScreen" value="true"><param name="allowscriptaccess" value="always"><embed src="http://www.youtube.com/v/SWTzYAIkBdE&hl=en&fs=1" type="application/x-shockwave-flash" allowscriptaccess="always" allowfullscreen="true" width="480" height="295"></embed></object> Some of the videos may talk about things you are already familiar with and some may be new. Either way, we hope that you enjoy hearing these stories, and do stay tuned for more! Posted by Patrick Riley, Software Engineer

Search engineer stories

I came to Google because I wanted to work on hard problems and have a big impact on the world. Four years later, I'm still constantly aw...

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Kicking off 2nd annual Google I/O developer gathering

Today is the first day of <a href="http://code.google.com/events/io/">Google I/O</a> — two days of developer talks, fireside chats and demos, all focused on the latest innovations in the web as a development platform. We're excited to have this chance to welcome more than 3,000 developers to the Moscone Center in (unusually) sunny San Francisco for a variety of interactive roundtables and talks on subjects like Android, Google Maps and Google Apps for the Enterprise. <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiX-nh8xY-Q55cJ5BV6GeJgtqah1afl0XS_ac-kSc3vD77AmBEEiB-4r1ckj1qKc2ac95Vp_Jk7MkZXzggrE_Gpsf2n6rrUKkKSisrtptrfXawLMuXf0Y6jEvFQN1X2lCtzSW8pu19IL8J6/s1600-h/10135098.jpg" onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}"><img alt="" border="0" id="BLOGGER_PHOTO_ID_5340565901979996258" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiX-nh8xY-Q55cJ5BV6GeJgtqah1afl0XS_ac-kSc3vD77AmBEEiB-4r1ckj1qKc2ac95Vp_Jk7MkZXzggrE_Gpsf2n6rrUKkKSisrtptrfXawLMuXf0Y6jEvFQN1X2lCtzSW8pu19IL8J6/s400/10135098.jpg" style="display:block; margin:0px auto 10px; text-align:center;cursor:pointer; cursor:hand;width: 300px; height: 400px;" /></a> We'll be back with more news as the conference progresses. In the meantime, you can follow updates on the <a href="http://twitter.com/googleio">@googleio</a> Twitter stream; videos of all sessions will be available on <a href="http://code.google.com/">code.google.com</a> shortly after they conclude. Update @ 3:20PM: Videos from Day 1 of Google I/O are now available on our <a href="http://www.youtube.com/view_play_list?p=41F4CEB92D80C4B7">YouTube playlist</a>. Posted by Emily Wood, Google Blog team

Kicking off 2nd annual Google I/O developer gathering

Today is the first day of Google I/O — two days of developer talks, fireside chats and demos, all focused on the latest innovations in the ...

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Harvard's EMR Justification: We Just Have To Do Something?

I think what I termed "irrational exuberance" over health IT is now devolving into just simple irrationality. I am unfamiliar with the reasoning employed below (in boldface) by the Harvard researcher, Ashish Jha, MD, MPH (who authored the April 2009 EHR usage survey "<a href="http://content.nejm.org/cgi/content/full/360/16/1628" style="font-family: arial;">Use of Electronic Health Records in U.S. Hospitals</a>" in the NEJM). From "<a href="http://www.healthleadersmedia.com/content/232813/topic/WS_HLM2_MAG/Cash-for-Computers.html" style="font-family: arial;">Cash for Computers</a>", HealthLeaders Media, May 11, 2009. First, my opinions: <blockquote style="font-family:arial;"> ... "This forced timeline [by 2014] is a <a href="http://www.jamia.org/cgi/content/abstract/13/1/106">very bad thing</a>. I'm concerned it is going to take an experimental technology and turn it into a train wreck," Silverstein [me - ed.] says. "We need a more gradual process where we can learn from mistakes on a small scale to avoid reproducing them on a large scale ... So now, Silverstein says, healthcare providers are caught between their mission to provide quality care and the financial pressure to install an unproven technology that may threaten the mission. "Health IT, when it's done correctly, can improve healthcare and reduce costs. But health IT when it is not done well has the exact reverse potential," Silverstein says. "It can impair healthcare, decrease quality, and create other adverse effects for patients. That is the missing element in this discussion."</blockquote> Then, Jha's: <blockquote style="font-family:arial;">A need to act Others aren't so pessimistic. Jha [Ashish Jha, MD, MPH, the lead author of the survey, and an associate professor of health policy and management at Harvard] says hospitals will have five years to establish EHR before federal penalties kick in. And because it involves the federal government, Jha says it's more than likely that those deadlines will get pushed back even further [not according to ONC chair and fellow Harvard professor David Blumenthal, who as I noted in <a href="http://www.healthleadersmedia.com/content/232813/topic/WS_HLM2_MAG/Cash-for-Computers.html">this post</a> said HIT timelines were "cemented in law" - ed.] Jha says critics are "missing the point." "I'm not suggesting EHR is going to be a panacea, but the one thing that is absolutely true is there is nothing else out there now that has any more political appeal," Jha says. "Everybody agrees, whether you are a conservative, moderate, or liberal, that we have to do something about healthcare. So the one place where we can all come to agreement is we have to do something about electronic records." </blockquote> $20+ billion and penalties upon already squeezed practitioners and hospitals for non-adoption of expensive, experimental technology is a lot of "doing something.", especially at a time when many are medically uninsured or underserved. I am also not sure about what point critics are "missing." (Note: I am not a critic, but am a gadfly of healthcare IT mis-design, mismanagement and fraud.) It appears that reasoning at Harvard has dropped to the level of "we should do it, because we have to do something." Good intentions trump outcomes. Not to make a comparison between HIT and other types of medical experimentation, but it's likely the PI's of the <a href="http://en.wikipedia.org/wiki/Tuskegee_Study_of_Untreated_Syphilis_in_the_Negro_Male" style="font-family: arial;">Tuskegee Experiment</a> felt the same way. Ironically, Harvard is home to Medical Informatics pioneers such as Dr. Octo Barnett, coauthor of the National Research Council report warning that <a href="http://www8.nationalacademies.org/onpinews/newsitem.aspx?RecordID=12572" style="font-family: arial;">approaches to today's HIT are inadequate</a>. -- SS

Harvard's EMR Justification: We Just Have To Do Something?

I think what I termed "irrational exuberance" over health IT is now devolving into just simple irrationality. I am unfamiliar with...

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Health IT Failure Never Puts Patients at Risk

At "<a href="http://hcrenewal.blogspot.com/2009/05/dangerous-health-it-mismanagement-spin.html">Dangerous Health IT Mismanagement, Spin Control and the World's Longest Teething Pains</a>" I commented that executives always find that "patient safety is not compromised" when health IT malfunctions. Here's another hair-raising story from Down Under. Just a wee glitch: <blockquote><h3 class="post-title entry-title" style="font-family: arial;"><a href="http://healthcareitaustralia.blogspot.com/2009/05/power-failure-lasting-36-hours-cripples.html">Power failure lasting 36 hours cripples hospital care</a></h3>By Kate Benson healthcareitaustralia.blogspot.com DOCTORS at more than 100 hospitals in the state could not access patient records or vital test results for up to 36 hours last weekend after a power failure crippled NSW Health's computerised database. Some records were lost, X-ray and pathology results could not be accessed and staff were forced to use whiteboards to keep track of emergency patients after the main server shut down at 9am on Saturday because of a faulty circuit-breaker. Back-up power from the Cumberland Data Centre, which provides computer access to the Greater Western, Greater Southern and Sydney West area health services also failed, plunging some of the busiest hospitals in the state into chaos. Thousands of patients were affected, with doctors and nurses forced to take notes on paper and go to other parts of the hospital to collect hard copies of results, extending treatment times and adding to the confusion. Some staff, who did not want to be named, said the weekend was chaotic and a shambles. One surgeon said it was fortunate no lives were lost. The chief executive of Sydney West Area Health Service, Steven Boyages, said hospital blackouts that lasted more than 30 to 60 minutes were unacceptable, but the Health Minister, John Della Bosca, insisted patients were not put at risk. "At no time was there any threat to patient care or safety," he said yesterday. The Opposition spokeswoman on health, Jillian Skinner, said the blackout was "a serious failure" with great potential for disaster. "Hospitals affected not only lost access to patient records, some lost some patient records altogether … and couldn't access X-rays unless they physically went to the X-ray department for a film copy," she said. "John Della Bosca should explain why the patient records system lost power, why back-up systems also failed, and whether patient safety was compromised." A spokesman for Mr Della Bosca said workers doing routine maintenance at the data centre had triggered the outage. No patients had reported problems connected to the blackout but a full investigation would be launched. "If necessary changes will be implemented to prevent a recurrence," he said. with Louise Hall BLACKED OUT Hospitals at Westmead, Auburn, Blacktown, Nepean, Lithgow, Mount Druitt, Cumberland, Blue Mountains, Dubbo, Bathurst, Orange, Mudgee, Parkes, Bourke, Albury, Queanbeyan and Goulburn were affected.</blockquote> Move along, nothing to see here. Patients were not put at risk. Who needs regulation? It would only stifle innovation. -- SS

Health IT Failure Never Puts Patients at Risk

At " Dangerous Health IT Mismanagement, Spin Control and the World's Longest Teething Pains " I commented that executives alw...

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The FDA Commissioner Divests

Dr Margaret Hamburg, having been confirmed by the US Senate, is the new commissioner of the US Food and Drug Administration (FDA). We posted twice about whether her and her family's financial relationships might be relevant to her nomination. <a href="http://hcrenewal.blogspot.com/2009/03/putting-new-schein-to-fda.html">Here</a> we discussed her position on the board of directors of Henry Schein, Inc a medical supply company. My concern was whether someone who had spent years being ultimately responsible for maximizing the profits of a medical supply company would be able to be a fair, and when necessary, tough regulator of the companies that supply Henry Schein with products to sell. <a href="http://hcrenewal.blogspot.com/2009/03/hedging-future-of-fda.html">Here</a> we discussed Dr Hamburg's husband's leadership of the hedge fund management company, Renaissance Technologies. My concern was whether someone who is part of a family that had gotten rich from buying and selling stocks and financial instruments, of which a likely substantial but unknown fraction were of health care corporations, would again be able to be a fair, and when necessary tough regulator of some of these same companies. At the time, it did not seem that anyone else shared these concerns. As far as I could tell, there was no discussion of them in the press, or at Dr Hamburg's confirmation hearings. However, today the Wall Street Journal <a href="http://online.wsj.com/article/SB124328188115551961.html">reported</a>: <blockquote> The new commissioner of the Food and Drug Administration is among the wealthiest Obama administration appointees, with income of at least $10 million in 2008 thanks mostly to her husband, a hedge-fund executive, according to financial disclosure forms. Margaret Hamburg and her husband, Peter Fitzhugh Brown, must divest themselves of several hedge-fund holdings as well as some of Mr. Brown's inherited drug-company stocks so Dr. Hamburg can take the post as the nation's top food and drug regulator. Mr. Brown is a lieutenant to hedge-fund magnate James Simons The couple's income in 2008 came from stocks, money-market accounts, trusts and funds including several affiliated with hedge-fund sponsor Renaissance Technologies, where Mr. Brown works. The couple controls assets worth between $21 million and $40 million, according to disclosure forms Dr. Hamburg gave the White House. The forms don't reveal exact figures, just ranges. Before her FDA nomination, Dr. Hamburg also served for five years on the board of Henry Schein Inc., a $4 billion firm that distributes medical and dental supplies including vaccines. Her remuneration has been in the form of Schein shares. She will forfeit $100,000 to $250,000 in restricted stock and more than 11,000 unvested stock options, all of which have a strike price above market value. She will also have to sell vested stock, valued between $250,000 and $500,000. Mr. Brown, an expert in artificial intelligence, is vice president and director at Renaissance Technologies. The fund company said recently its total assets were about $18 billion. Mr. Simons was the top-paid hedge-fund manager in 2008, receiving $2.5 billion, according to Alpha magazine. A lengthy review by the Government Ethics Office, which included direct discussions with Renaissance managers, determined that both Dr. Hamburg and her husband will have to get rid of their interest in four Renaissance funds—the Renaissance Institutional Equities Fund, the Renaissance Institutional Futures Fund, Meritage Investors and Topspin Partners. However, the couple will be allowed to retain their interest in Renaissance's Medallion fund. An administration official said Medallion was exempted because its computerized quantitative model trades rapidly and holds shares only briefly, creating the equivalent of 'a very blind trust.' Mr. Brown has already sold his stock in Abbott Laboratories and shares in Johnson & Johnson, Merck & Co. and Medco Health Solutions Inc., which he inherited from his father. </blockquote> So it appears, in retrospect, that the Government Ethics Office also felt that Dr Hamburg's position on the Henry Schein Inc board constituted a conflict of interest. Furthermore, the Office felt that Dr Hamburg's and Mr Brown's holdings in several hedge funds constituted conflicts of interest. So, in retrospect, it is odd that these financial relationships attracted no attention other than that of Health Care Renewal prior to Dr Hamburg's confirmation by the Senate. I do hope that now, having severed significant relationships and sold financial holdings, Dr Hamburg will prove to be a fair, and tough when necessary regulator of companies that have too often misbehaved.

The FDA Commissioner Divests

Dr Margaret Hamburg, having been confirmed by the US Senate, is the new commissioner of the US Food and Drug Administration (FDA). We posted...

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What Influenced a Paean to Karen Ignagne?

As the discussion here in the US about health care reform gathers steam, the Washington Post published a rather uncritical <a href="http://www.washingtonpost.com/wp-dyn/content/article/2009/05/24/AR2009052400551.html">profile</a> of one of the prominent participants, Ms Karen Ignagni, CEO of America's Health Insurance Plans (AHIP), the trade group for the health insurance/ managed care industry. It included some compliments from Princeton Professor and prominent health care economist Uwe Reinhardt: <blockquote> 'Whatever AHIP pays her, it's not enough. She's unbelievably effective,' said Princeton economist Uwe Reinhardt. 'It's just amazing what she's achieved for them against all odds.' Ignagni's total compensation, according to AHIP's most recent filing from 2007, was $1.58 million, which includes $700,000 in base salary, $370,000 in deferred compensation and a bonus. Ignagni won't say how many hours a week she works. The number's so high it's embarrassing, she said. Among successes cited by Reinhardt and others is helping persuade the Bush administration to develop private insurance plans within Medicare that are producing unexpectedly high payments for private insurers. </blockquote> What the Washington Post article did not bother to mention was that in addition to being on the Princeton faculty, Professor Reinhardt is a member of the <a href="http://phx.corporate-ir.net/phoenix.zhtml?c=122199&p=irol-govboard">board of directors </a>of <a href="http://www.amerigroupcorp.com/Pages/Home.aspx">Amerigroup</a>, a health insurance company specializing in providing Medicaid and Medicare managed care (see this <a href="http://hcrenewal.blogspot.com/2009/01/what-ruc-prominent-health-care-policy.html">previous post</a>), and a member of AHIP. Former Amerigroup CEO Jeffrey McWalters was <a href="http://orlando.bizjournals.com/gen/executive.html?excode=406F5DF537D14F3AACA5084EC5142068">on the board of AHIP</a>. According to Amerigroup's<a href="http://ccbn.10kwizard.com/xml/download.php?repo=tenk&ipage=6228231&format=PDF"> 2009 proxy statement</a>, Professor Reinhardt controls (via ownership or options) 144,558 shares of Amerigroup stock, and received $226,531 in compensation from Amerigroup in 2008. Perhaps Professor Reinhardt's enthusiasm for Karen Ignagne's performance as CEO of AHIP derived more from his leadership of Amerigroup than a scholarly analysis. Note also that Professor Reinhardt is a member of the <a href="http://phx.corporate-ir.net/phoenix.zhtml?c=62272&p=irol-govBoard">board of directors </a>of <a href="http://www.bostonscientific.com/">Boston Scientific</a>, a medical device company. Furthermore, per proxy statements from the above companies, Professor Reinhardt is on the board of two funds from H&Q Healthcare Investors, and is a Trustee of Duke University and the Duke University Health System. Professor Reinhardt's leadership roles in US publicly traded corporations are public, but not easily found unless one knows where to look. We had first <a href="http://hcrenewal.blogspot.com/2006/03/economist-puts-down-physicians-cri-du.html">discussed</a> these relationships on Health Care Renewal in 2006. However, many of the more academically tinged biographies of him publicly available omit his leadership roles in the for-profit world. At the moment, biographies of Professor Reinhardt on the <a href="http://wws.princeton.edu/people/display_person.xml?netid=reinhard&all=yes">Princeton web-site</a>, and furnished by the <a href="http://www.princeton.edu/~bioethic/about_us/advisors/reinhardt.html">Princeton Bioethics Forum</a>, the <a href="http://www.commonwealthfund.org/bios/bios_show.htm?doc_id=239402">Commonwealth Fund</a>, and the <a href="http://www.kff.org/about/reinhardt.cfm">Henry J Kaiser Foundation </a>did not note these relationships. This illustrates once more participation in the current health policy debate may be driven by vested interests, rather than ideology, much less dispassionate analysis. Were the participants yo disclose, at least, their financial interests, the debate would become that much clearer. Meanwhile, when listening to the debate, always ask, "cui bono?" (Who benefits?) Hat tip to <a href="http://www.thehealthcareblog.com/the_health_care_blog/2009/05/im-not-sure-thats-how-uwe-meant-it.html">the Health Care Blog</a>.

What Influenced a Paean to Karen Ignagne?

As the discussion here in the US about health care reform gathers steam, the Washington Post published a rather uncritical profile of one o...

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