Health system learning with Indigenous communities: a study protocol for a two-eyed seeing review and multiple case study.

Background: It is well documented that Canadian healthcare does not fully meet the health needs of First Nations, Inuit or Métis peoples. In 1996, the Royal Commission on Aboriginal Peoples concluded that Indigenous peoples' healthcare needs had to be met by strategies and systems that emerged from Indigenous worldviews and cultures. In 2015, the Truth and Reconciliation Commission also called on health organizations to learn from Indigenous "knowledges" and integrate Indigenous worldviews alongside biomedicine and other western ways of knowing.

Sustaining leadership in an unsustainable system.

Healthcare executive failures and departures are not only linked to the involved individuals' skills but also are often the result of complex dynamics reflecting larger system, societal, and global polarities and tensions. At the root of many of the challenges leaders face is system unsustainability. This article discusses common challenges as fractals of more complex dynamics, strategies for managing dynamics between organizations and their stakeholders, and approaches for leaders to sustain themselves within this unsustainable system.

Long-term psychological and occupational effects of providing hospital healthcare during SARS outbreak.

Healthcare workers (HCWs) found the 2003 outbreak of severe acute respiratory syndrome (SARS) to be stressful, but the long-term impact is not known. From 13 to 26 months after the SARS outbreak, 769 HCWs at 9 Toronto hospitals that treated SARS patients and 4 Hamilton hospitals that did not treat SARS patients completed a survey of several adverse outcomes. Toronto HCWs reported significantly higher levels of burnout (p = 0.