Kicking the Can Read Online Free PDF Page B

Congressional Budget Process. He closed the interview by saying he would pledge millions to back a third-party candidate in the next election if America’s politics didn’t change. The message struck a chord with voters.
    “Did Donald say anything to you about backing a third-party candidate in the next election,” Sebastian said. “Almost sounded like he was stumping for public office…”

15
    A woman unfamiliar to Chris Drummond pulled the door closed and took a seat next to him, facing McFarland. She looked at her watch impatiently.
    “Vicki’s from corporate. She works in HR,” McFarland said.
    She held out her hand—a finger-shake. Vicki looked away before Drummond could make eye contact.
    “Drummond, the purpose of our meeting is to discuss your application to transfer to governmental. I like to talk plainly, so I’m just going to say it. Your request has been denied.”
    McFarland was looking toward Drummond, but his gaze was fixed on the wall behind him.
    “Why did they deny the transfer?”
    “Your credentials were not strong enough. Public health consultants have PhDs, work in academics, and are extensively published.”
    “Maybe that explains why the government hasn’t had any fresh ideas…too much groupthink,” Drummond responded.
    “I beg your pardon.”
    “I’ve done an extensive literature review on health care reforms. Academia and government bureaucratshave had a cozy relationship reinforcing each other’s beliefs that the status quo—incremental reform—is prudent health policy. Their self-serving propaganda deflects criticism so they can cleave to failed policies that will bankrupt this country. Any suggested departure from our broken health care system is radical to them. They stifle any fresh perspective by dominating the editorial boards of the top-tier academic journals.”
    “Drummond, you have much to learn. Two Anderson partners read your manuscript. They described it as unsuitable for mainstream policy consideration and said the Centers for Medicare and Medicaid would bar Anderson from policy discussions at the Center for Innovation if we submitted your material. Besides, I was told you failed your oral defense. True?”
    “Yes.”
    McFarland continued to look through Drummond.
    “Are we finished here? I’d like to leave early this afternoon, beat the weekend commute.”
    “No, there’s another matter. Our client agreements require us to disclose pertinent information regarding Anderson professionals assigned to engagements. This process is ongoing. Last month we met with the senior vice president and CFO at Mercy Hospital. Their CFO indicated you mentioned a desire to pursue public health, a conversation the two of you apparently had while discussing your thesis. They asked specific questions regarding your future work plans. We felt obligated to tell them you made application to transfer out of industry. Two days after we made this disclosure, we received a letter fromMercy’s president. The letter has created more than a ripple.”
    McFarland was rubbing his chin in a look of agitation.
    “The letter found its way to the managing director of North America. It was damning. Mercy is disturbed. You seek to change positions after they’ve invested hundreds of hours developing your skills in physician acquisition and integration. They see it as an act of betrayal at a time of acute need. Mercy insisted that you are not to be assigned to future engagements. They don’t want you on their campus…not even as a patient.”
    “It’s a violation of Anderson’s confidentiality agreement to discuss employment arrangements with a client,” Vicki said.
    “I did not violate Anderson’s confidentiality. I described the research I assembled to support my thesis. I did not discuss any plans for a transfer with their CFO.”
    “I made known the potential consequences of your decision to apply for a transfer…that it wouldn’t be accepted…and it created issues for us,”