Share This Profile
Share this profile on Facebook.
Link to this profile on LinkedIn.
Tweet this profile on Twitter.
Email a link to this profile.
See other services through which you can share this profile.
This profile was last updated on 11/5/14  and contains information from public web pages and contributions from the ZoomInfo community.

Dr. Martin D. Merry

Wrong Dr. Martin D. Merry?

Founding Partner

Local Address: Laconia, New Hampshire, United States
Second Curve Systems
200 Carlisle Road
Bedford , Massachusetts 01730
United States

Company Description: Second Curve Systems provides solutions to problems and opportunities for leaders facing the need to transform their healthcare systems. We believe health care...   more

Employment History

Board Memberships and Affiliations


  • undergraduate degree , Industrial and Labor Relations
    Cornell University
  • medical degree
    McGill University
  • MD
106 Total References
Web References
Leadership Team « Second Curve Systems, 5 Nov 2014 [cached]
Dr. Martin Merry, Founding Partner
Martin Merry brings to his professional engagements a unique background of "Corporate America," clinical practice and consulting/learning facilitation experience. He received his undergraduate degree in Industrial and Labor Relations from Cornell University, based upon a unique "campus-factory shop floor" collaboration between Cornell and Corning, Inc. He then earned his medical degree at McGill University in Montreal, subsequently completing residency training in internal medicine, with an additional year of psychiatry residency at Dartmouth and Albany Medical Centers. Dr. Merry then practiced general internal medicine for 8 years with a group practice founded by two Mayo Clinic-trained senior partners. During these years he developed the role of Medical Director for Quality, the first designated medico-administrative position at St. Joseph's Hospital in Elmira, NY.
Building upon his medical practice and medical staff leadership experience in responding to both JCAHO and New York State regulation, Dr. Merry began in 1981 a career devoted to consultation and education in the areas of quality, medical staff leadership, and organizational transition. Presently he has worked with more than 1000 health care organizations in all 50 United States and internationally. Clients have included hospitals, physician group practices, managed care plans, multi-hospital systems, health care law firms, consulting firms involved in a variety of health management issues, the U.S. military health system (Project Director, US Department of Defense, Civilian External Peer Review Program, 1987-94), and JCAHO. He has developed educational programs for the American Medical Association, the American Hospital Association, the American College of Physician Executives, the American College of Healthcare Executives, the American Medical Group Association, the Medical Group Management Association, the Veterans Administration, the Indian Health Service, the American Society for Quality and numerous state and regional professional associations. His practice keeps pace with vital issues emanating from the emergence of health care's information and consumer revolutions. He is a recognized communicator of leading edge quality concepts for health care, including Six Sigma, Human Factors Science, ISO 9000 and Baldrige-based systems development. His present areas of focus include governance and leadership issues of organizational transition, physician liaison and leadership development, integration of quality systems into health system/network development, and creative approaches to address the national issue of patient safety.
In addition to his consulting and educational work, Dr. Merry continues in his part-time positions as Adjunct Associate Clinical Professor of Health Management and Policy at the University of New Hampshire and Senior Advisor for Medical Affairs for the New Hampshire Hospital Association, a position created in 1994 to foster effective communication and collaboration between clinical and managerial professionals as they pursue health systems development.
In 1997 the American College of Physician Executives recognized Dr. Merry with its Rodney T. West Literary Achievement Award, citing his article, "Physician Leadership: The Time is Now! as 1996s "most significant literary contribution to the advancement of the medical management profession."
New Hampshire Hospital Association - Staff, 13 Oct 2004 [cached]
Martin Merry
Martin Merry, MD, Senior Advisor for Medical Affairs, is the Association's consulting physician.With a background in industrial relations and internal medicine, Martin is a nationally known consultant, specializing in quality management, organizational leadership and systems integration.Martin graduated from Cornell, earned his MD from McGill University, and completed his residency at Dartmouth-Hitchcock Medical Center.He serves as Associate Professor of Health Management and Policy at UNH.
Martin D. Merry, MD, ..., 24 July 2012 [cached]
Martin D. Merry, MD, CM Founding Partner, Second Curve Systems, Laconia, NH; Former Adjunct Associate Clinical Professor of Health Management and Policy, University of New Hampshire, Boston, MA
NEHA - Healthcare Trustee Institute, 24 July 2006 [cached]
Martin Merry, MD, Associate Professor of Health Management and Policy, University of New Hampshire
An early proponent of scientific approaches to health care quality, Martin Merry has been on the national stage as a speaker in this area for decades.He has published and lectured widely, working as a consultant with hospitals, integrated systems, and group practices to devise approaches to care delivery that import the lessons of quality science.In addition, Dr. Merry has been at the forefront of adapting the insights of complexity science to health care delivery.
This focus on quality has naturally evolved into extensive work in the field of leadership - at the physician, executive, and Board levels.Dr. Merry mines the "Six Sigma" approach of industry to suggest ways in which today's healthcare leaders can lead substantive and lasting change in care delivery.
Martin Merry, MD is the Associate Professor of Health Management and Policy at the University of New Hampshire and Senior Advisor for Medical Affairs at the N.H. Hospital Association and Foundation for Healthy Communities.
Esurg - News, 13 Aug 2001 [cached]
Many health care organizations still operate under a "command and control" model, according to Martin Merry, MD, who is a free lance educator and consultant in health care quality, as well as an adjunct professor of health management and policy at the University of New Hampshire.Under this model, commands come from the top down, and those beneath are expected to be obedient, he says.
To repair the ills of the current health care system, its leaders need to change their methods to encourage communication and collaboration, he says.
The current health care system is one where physicians and others work in isolation, often to the detriment of patients, says Merry.
Consider the following example of a young woman who may not have died had the physicians treating her better communicated with one an other, according to Merry.
The woman went to the emergency room (ER) with a heart problem.The ER physician treated the woman and told her to visit her family physician in the morning, which she did.
After examining the woman, the family physician sent her to a cardiologist for additional tests, which a cardiologist later read as seriously abnormal.How ever, none of the three physicians who saw the woman spoke to one another.The test result was reported only after the woman died of a pulmonary embolism.
"All three of these physicians were seeing one piece of the puzzle," Merry says.Had they been able to come together to discuss her condition, she might not have died.
Leaders must help set up the infrastructure needed to promote better communication, says Merry.In order to repair what's broken, leaders must begin to break down the "walls of the silos" that keep health care workers in isolation.They should also begin to create communication protocols to help build those bridges.
Develop solid communication
The changes leadership must make are not necessarily something that happens intuitively, Merry says.
Can all personality types work within this new paradigm?"That's, of course, always the classic question," Merry says.He says anybody can receive training in the skills they will need to become collaborative leaders.
However, some personality types may be more inclined toward it than others.The first step, he says, is for leaders to recognize the need for change.Leadership should also
• learn new methods• collaborate with others• articulate the vision of the organization and inspire others to take part in creating it
Merry says leaders should also ask themselves the following question: "Am I creating a fertile field for
• the growth of modern quality/safety science • a fundamentally different form of physician-managerial collaboration?"
Merry sees a shift toward this type of new leadership as inevitable.Quoting Winston Churchill, he says, "Americans will invariably do the right thing after they try everything else."
A case study: How one NH hospital is taking steps toward changing culture to improve communication
A few years ago, leaders at Monadnock Hospital in Peterboro, NH, took steps to improve communication among themselves with the ultimate goal of creating a blame-free culture for enhanced patient safety.
Other People with the name "Merry":
Other ZoomInfo Searches
Accelerate your business with the industry's most comprehensive profiles on business people and companies.
Find business contacts by city, industry and title. Our B2B directory has just-verified and in-depth profiles, plus the market's top tools for searching, targeting and tracking.
Atlanta | Boston | Chicago | Houston | Los Angeles | New York
Browse ZoomInfo's business people directory. Our professional profiles include verified contact information, biography, work history, affiliations and more.
Browse ZoomInfo's company directory. Our company profiles include corporate background information, detailed descriptions, and links to comprehensive employee profiles with verified contact information.