Could healthcare benefit from more leaders in the spirit of Dr. Martin Luther King Jr?
The concept of ethical erosion refers to the gradual decline in values, beliefs, and truths over time.
This term first came to my attention during medical school, where it was used to describe the diminishing empathy and compassion among students as they progressed through their training.
It is assumed that incoming medical students possess pure values.
They often express their desire to “help people” in their medical school applications.
However, by the end of their training, some students may become less empathetic and more hardened than they were initially.
A medical student who once showed compassion by hugging a suffering patient may later in their career struggle to maintain eye contact or return phone calls.
In simple terms, their ethics have shifted—or eroded.
This Martin Luther King Jr. Day, I found myself contemplating ethical erosion within the realm of healthcare professionals working on the business side.
Many individuals, including myself, enter the business side of healthcare with the belief that they can make a meaningful contribution to society while also earning a living.
However, as years pass and they become accustomed to the industry, something changes.
They no longer question the authenticity of their corporate practices.
They stop considering the financial burden their products and services may place on individuals and communities.
They become desensitized to the human impact of their decisions.
Behaviors that were once seen as abnormal start to feel normal.
The need to hold onto a job or sustain a company outweighs any previous ethical considerations.
The pursuit of financial stability completely overshadows the idea of making societal contributions.
“I have a child’s education to fund.”
“My boss requires results.”
“Shareholders expect returns.”
When confronted about questionable aspects of their business practices (such as pricing, access issues, denial rates, healthcare disparities), individuals often attribute these problems to the “broken system.”
They may say, “We are doing our best given the incentives and constraints we face.”
Or they may shift blame:
A pharmaceutical executive blames the health plan.
A health plan executive blames the doctors.
Doctors blame the government.
And so on.
While the broken system explanation may hold some truth, it also serves as a diversion tactic.
It deflects attention away from personal practices and perpetuates the status quo.
It reflects a sense of false powerlessness that results from ethical erosion.
A pharmaceutical company could choose not to raise drug prices beyond inflation.
But more often than not, they do not.
An insurance company could expedite claims approval instead of causing delays.
But more often than not, they do not.
A non-profit health system could refrain from burdening patients with uncollectible debt.
But more often than not, they do not.
Implementing these small yet impactful changes does not require regulatory adjustments.
No major system overhaul.
No significant financial restructuring.
It simply demands a stronger ethical foundation.
A belief that things don’t have to remain as they are.
A burning desire to strive for improvement.
This leads us to the issue of ethical erosion among healthcare leaders and the role of leadership in the healthcare industry in 2025.
I frequently participate in meetings and conferences with healthcare leaders where problems are acknowledged and discussed at length.
I, too, am guilty of engaging in these discussions.
While the underlying causes and potential solutions are dissected, taking action—no matter how small—often leads to a sense of helplessness.
“I can’t make a difference.”
“My board won’t approve.”
“We need legislative intervention.” While some of these reasons may be valid, many are not. As a result, we attend more conferences, engage in more discussions, and write articles to convince ourselves that we are effecting change through dialogue. Alternatively, we remain silent. Our silence speaks volumes. A quiet resignation to a sense of powerlessness. (Crickets) If those working in the business side of healthcare were to consistently and boldly align themselves with the fundamental ethics that drew them to the field in the first place—”I want to contribute to society”—they may begin to view themselves as active agents of change within the system rather than passive victims of it. They may start to believe that change can originate from within rather than relying solely on external forces. By reclaiming the title of “leader” in its true sense—akin to Dr. King—they can prioritize doing what is right even when it conflicts with their individual interests. Similar to how a doctor lacking compassion towards patients should reconsider their role, healthcare leaders who feel resigned, silent, and detached from their responsibility to instigate change should reevaluate their position. Elevated, proactive, vocal, and self-reliant leadership within the industry will be crucial in providing the public with the healthcare they urgently need and deserve.
