Monday, February 16, 2026

The Unspoken Bond: How a Console, a Wheelchair, and a Dream Changed Lives

The Unspoken Bond: How a Console, a Wheelchair, and a Dream Changed Lives

Some moments in life do not simply pass — they return, quietly, carrying memories, meaning, and unfinished emotions.

Recently, as I stepped into the family gathering of the All Kerala Wheelchair Rights Federation at IPM Kozhikode, I felt an invisible current pull me back fifteen years. The sight of families gathered on the beach — laughter mingling with resilience, challenges softened by companionship — awakened memories of a journey that began in 2011. It was not merely a project or an initiative; it was an experiment in humanity, dignity, and social engineering that transformed lives — including my own.

The Genesis of Angels

In 2011, alongside visionary individuals like Dr. PB Salim IAS, Dr. Meharoof, and several passionate collaborators, we established Angels — the Active Network of Emergency Life Savers.

At its core, Angels was designed to solve a critical logistical problem: how to save lives by creating a unified emergency response network. Our aim was ambitious — to connect nearly 600 ambulances across five districts using GPS/GPRS technology, standardize emergency response systems, and introduce structured protocols that could improve survival outcomes.

We pioneered several innovations, including making spine boards mandatory in ambulances — a step that today feels obvious but at the time required advocacy, persuasion, and persistence.

The project grew rapidly. It gained recognition nationally and internationally for its effectiveness in disaster response and emergency coordination. Lives were saved. Systems improved. Standards evolved.

But the most meaningful innovation that emerged from Angels was not technological.

It was deeply human.

The Console of Empowerment

When the time came to establish the central ambulance command console at IPM Kozhikode, we faced an unexpected question:

Who should sit behind the emergency line — the toll-free number 102 — the first human voice that a distressed caller would hear?

We decided to challenge conventional thinking.

Instead of hiring traditional call operators, we chose to employ paraplegic wheelchair users — individuals who had themselves experienced trauma, survival, and rehabilitation.

It was a bold decision, rooted in a simple belief: ability is not defined by physical mobility but by purpose and perspective.

Thus began one of the most meaningful chapters of Angels.

Mr. Mohammadali and Mr. Subhash (Differently abled)became our first console operators along with Mr .Sirajudheen and Mr Asokan both were no more with us today .

They did not merely answer calls.

They felt them.

Every emergency call carried a resonance that others could not fully understand. They had lived through trauma. They knew the fear of waiting for help, the vulnerability of depending on systems, and the urgency of every second.

Their lived experience transformed empathy into action.

Calls were handled with an intensity and sincerity that was deeply moving. They were not just dispatchers coordinating logistics; they were survivors ensuring that someone else would not feel alone in their moment of crisis.

From “Useless” to Indispensable

Years later, as I stood among the members of the Wheelchair Rights Federation, I watched Mr. Mohammadali preside over the function.

When he spoke, the atmosphere shifted.

With emotion in his voice, he described his time at the console as the “most beautiful days of our life.”

Before Angels, he said, many people had seen them as “useless.”

The word hung heavy in the air — a reminder of how society often defines people by limitations rather than by potential.

Angels had not simply offered employment.

It had restored dignity.

It had given purpose.

It had allowed individuals once marginalized to become central figures in a life-saving network.

I remembered how Mohammadali, despite being a full-time wheelchair user, travelled tirelessly across districts with us to promote the Angels concept. His presence challenged perceptions more effectively than any presentation or policy could.

The project revealed a profound truth:

The differently abled are not a burden on society — they are an untapped reservoir of strength, resilience, and capability.

They are, truly, gems waiting to be recognized.

The Unspoken Bond

Spending that day with them was deeply emotional.

There are bonds formed not through words but through shared struggle, mutual respect, and a collective dream to create something larger than ourselves.

Fifteen years later, the technology may have evolved, systems may have changed, and projects may have ended or transformed — but the human connections remain.

Those moments reminded me that true innovation lies not merely in machines, protocols, or infrastructure.

It lies in recognizing human potential where others fail to see it.

A Renewed Commitment

As I left the gathering, I felt a renewed sense of responsibility.

The journey with Angels taught me that meaningful change happens when we focus on capability rather than limitation, inclusion rather than charity, empowerment rather than sympathy.

There are still countless opportunities waiting to be created — roles that can harness resilience, lived experience, and courage.

The year ahead must include new initiatives that open doors for these extraordinary individuals, not as beneficiaries but as partners and leaders.

Because sometimes, the most powerful emergency response system is not built on technology alone.

It is built on trust.

On dignity.

On the unspoken bond between those who have suffered and those who choose to serve.


Tuesday, February 10, 2026

Leadership and Teamwork in Emergency Medicine: Navigating Chaos with Precision

Leadership and Teamwork in Emergency Medicine: Navigating Chaos with Precision

The Emergency Department (ED) is often described as a VUCA environment: Volatile, Uncertain, Complex, and Ambiguous. In this high-stakes setting, clinical knowledge alone is insufficient to guarantee patient safety. The bridge between medical competence and successful outcomes is built on two non-technical skills: adaptive leadership and disciplined teamwork.

This article explores the mechanics of high-performance teams in Emergency Medicine, focusing on Crisis Resource Management (CRM), communication protocols, and the psychological architecture of effective leadership.

1. The Foundation: Crisis Resource Management (CRM)

Originally adapted from aviation (Crew Resource Management), CRM in emergency medicine is the framework used to manage human error and optimize decision-making during resuscitation and trauma cases.  

Resource Utilization: Effective leaders do not just manage medical equipment; they manage cognitive bandwidth. They identify who is overloaded and redistribute tasks accordingly.

Situational Awareness: The ability to perceive elements in the environment (the monitor, the nurse’s concern, the patient's pallor), comprehend their meaning, and project their status into the near future.  

• Fixation Error: A common pitfall where a team focuses on a single distracting injury (e.g., a gruesome open fracture) while missing a life-threatening airway compromise. A leader’s primary role is to prevent this tunnel vision.

2. The Anatomy of Communication

In the noise of a "Code Blue" or a mass casualty incident, ambiguity is the enemy. High-functioning teams rely on rigid communication structures to cut through the chaos.

Closed-Loop Communication

This is the gold standard for ordering interventions.

1. Sender: "Sarah, please administer 1mg of Epinephrine IV."

2. Receiver: "Administering 1mg of Epinephrine IV."

3. Sender: "Correct."

4. Receiver (after action): "1mg of Epinephrine IV given."

The "Shared Mental Model"

A team cannot function if the nurse thinks the goal is stabilization for CT scan, while the surgeon thinks the goal is immediate transfer to the OR.

The Huddle: A 10-second pause to align the team. "Team, we have ROSC. The priority now is post-arrest care and stabilization for transfer. Anesthesiology, please secure the airway."

3. Leadership Styles: The "30,000-Foot View"

A common mistake in emergency leadership is the "working leader"—the physician who attempts to intubate the patient while simultaneously running the code.

The Hands-Off Leader

Ideally, the team leader should stand at the foot of the bed. By physically stepping back, the leader:

• Maintains a global view of the room.

• Monitors the team’s fatigue and stress levels.

• Avoids task saturation.

Situational Leadership

Leadership in the ED is not static; it is dynamic.

Directive (Autocratic): Necessary during immediate crises (e.g., cardiac arrest) where seconds count. Commands are short, specific, and non-negotiable.

Collaborative (Democratic): Used during complex diagnostic dilemmas. "I’m concerned about this abdominal pain. Dr. Smith, what are your thoughts on a CTA? Nurse Jones, have you noticed any changes in vitals?"

4. Psychological Safety and Hierarchy

The traditional medical hierarchy can be lethal in an emergency if it silences junior team members. If a junior nurse notices a medication error but is afraid to speak up, the patient suffers.

Flattening the Gradient: Great leaders explicitly invite input. "Does anyone see anything I have missed?"

The "Two-Challenge Rule": A safety protocol where any team member is empowered to voice a concern twice. If the concern is not acknowledged, they are authorized to stop the procedure.  

5. Debriefing: The Engine of Improvement

The work does not end when the patient leaves the bay. The "hot debrief" is critical for emotional processing and system improvement.  

Immediate (Hot) Debrief: Occurs minutes after the event. Focuses on immediate reactions, equipment issues, and team performance.  

Structured (Cold) Debrief: Occurs days later. deeply analyzes the root causes of success or failure without assigning blame.

Conclusion

In Emergency Medicine, we do not rise to the level of our expectations; we fall to the level of our training. Leadership is not about being the smartest person in the room—it is about being the conductor of an orchestra, ensuring that every specialist plays their part at the right tempo. By mastering CRM, enforcing closed-loop communication, and fostering psychological safety, EM leaders transform chaotic noise into a symphony of lifesaving care.


Monday, January 26, 2026

When My Heart Beat in Rhythm with the Nation 🇮🇳

When My Heart Beat in Rhythm with the Nation 🇮🇳

Today, as India celebrates its 77th Republic Day, I experienced a moment that will remain etched in my soul forever.

I was bestowed with the distinct privilege of unfurling the National Flag at Meitra Hospital, receiving the Guard of Honour, and addressing our dedicated security and hospital staff. In my entire life, this was a first. As the Tricolor unfurled against the sky, I didn't just see a flag; I felt a profound synchronization. My heart was truly beating along with the heart of this great nation.

It was, without a doubt, the most exhilarating moment of my life.

I stand here today, bursting with pride—Proud to be an Indian. I am witnessing our vibrant culture fly high and our great country travel boldly towards self-sufficiency. It brings me immense joy to see talent recognized, especially with 7 Padma Awards coming home to Kerala this year. It is a testament to the brilliance that thrives in our soil.

Just as our nation marches forward, so does my second home. Meitra is travelling towards excellence. As we move into the coming year, we are stepping into the next level of expansion. With our JCI accreditation, the introduction of new specialties, and the commencement of our second phase of development, we are soaring to new heights.

I am deeply proud of my identity today—Proud to be an Indian, and proud to be a Meitraian.

My gratitude to my Nation and my Institution knows no bounds.

Jai Hind. 🇮🇳


എന്റെ ഹൃദയം രാജ്യത്തിന്റെ താളത്തിനൊത്ത് തുടിച്ച നിമിഷം 🇮🇳

ഇന്ന്, ഭാരതം 77-ാം റിപ്പബ്ലിക് ദിനം ആഘോഷിക്കുമ്പോൾ, എന്റെ ജീവിതത്തിൽ ഒരിക്കലും മറക്കാനാവാത്ത, ആത്മാവിൽ തട്ടിയ ഒരു നിമിഷത്തിനാണ് ഞാൻ സാക്ഷിയായത്.

മൈത്ര ഹോസ്പിറ്റലിൽ ദേശീയ പതാക വാനിൽ വിടർത്താനും, ഗാർഡ് ഓഫ് ഓണർ സ്വീകരിക്കാനും, നമ്മുടെ സുരക്ഷാ ഉദ്യോഗസ്ഥരെയും സഹപ്രവർത്തകരെയും അഭിസംബോധന ചെയ്യാനുമുള്ള അസുലഭ അവസരം എനിക്ക് ലഭിച്ചു. എന്റെ ജീവിതത്തിൽ ആദ്യമായാണ് ഇത്തരമൊരു ഭാഗ്യം എന്നെ തേടിയെത്തുന്നത്. വാനിലുയർന്നു പറക്കുന്ന ത്രിവർണ്ണ പതാക കണ്ടപ്പോൾ, എന്റെ ഹൃദയമിടിപ്പ് ഈ വലിയ രാഷ്ട്രത്തിന്റെ ഹൃദയതാളവുമായി ഒന്നാകുന്നത് പോലെ എനിക്ക് അനുഭവപ്പെട്ടു.

അതായിരുന്നു എന്റെ ജീവിതത്തിലെ ഏറ്റവും ആവേശഭരിതമായ നിമിഷം.

ഒരു ഇന്ത്യക്കാരനായതിൽ ഞാൻ ഇന്ന് അങ്ങേയറ്റം അഭിമാനിക്കുന്നു. ഇന്ത്യൻ സംസ്കാരത്തിന്റെ വളർച്ചയും, സ്വയംപര്യാപ്തതയിലേക്കുള്ള നമ്മുടെ രാജ്യത്തിന്റെ കുതിപ്പും എന്നെ ആവേശഭരിതനാക്കുന്നു. ഇത്തവണ 7 പത്മ പുരസ്കാരങ്ങൾ കേരളത്തിലേക്ക് എത്തി എന്നത് ഏറെ അഭിമാനകരമാണ്.

രാജ്യം മുന്നോട്ട് കുതിക്കുന്നതിനൊപ്പം, എന്റെ തട്ടകമായ മൈത്രയും മികവിന്റെ പാതയിൽ മുന്നേറുകയാണ്. അടുത്ത വർഷത്തോടെ മൈത്ര വികസനത്തിന്റെ പുതിയ തലങ്ങളിലേക്ക് കടക്കുകയാണ്. JCI അക്രഡിറ്റേഷനും, പുതിയ സ്പെഷ്യാലിറ്റികളും, രണ്ടാം ഘട്ട വികസനവുമെല്ലാം മൈത്രയെ പുതിയ ഉയരങ്ങളിലെത്തിക്കും.


ഒരു ഇന്ത്യക്കാരനായതിലും, ഒരു 'മൈത്രയൻ' (Meitraian) ആയതിലും ഞാൻ ഇന്ന് ഒരുപാട് അഭിമാനിക്കുന്നു. എന്റെ രാജ്യത്തോടും ഈ സ്ഥാപനത്തോടുമുള്ള നന്ദിയും കടപ്പാടും ഞാൻ അറിയിക്കുന്നു.

ജയ് ഹിന്ദ്. 🇮🇳


#RepublicDay2026 #IndiaAt77 #ProudIndian #MeitraHospital #JaiHind #GuardOfHonour #Kerala #HealthcareExcellence #Meitraian #Patriotism #Gratitude

The Unspoken Bond: How a Console, a Wheelchair, and a Dream Changed Lives

The Unspoken Bond: How a Console, a Wheelchair, and a Dream Changed Lives Some moments in life do not simply pass — they return, quietly, ca...