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This profile was last updated on 1/27/14  and contains information from public web pages and contributions from the ZoomInfo community.

Dr. Martin D. Merry MD

Wrong Dr. Martin D. Merry MD?

Founding Partner

Phone: (239) ***-****  
Email: m***@***.com
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


  • MD
  • undergraduate degree , Industrial and Labor Relations
    Cornell University
  • medical degree
    McGill University
102 Total References
Web References
Cornerstone Health Care, ..., 6 July 2007 [cached]
Cornerstone Health Care, Forsyth Medical Center, High Point Regional, N.C. Baptist Hospital, Wake Forest University, Grace Terrell, Dr. Martin Merry, Rolland Pugh, Scott Shafer, Gary Kollm,
Dr. Martin Merry, spokesman for the American Society for Quality's health care division, estimates that only about 10 percent of hospitals nationally use Six Sigma or Lean Six Sigma to improve their organizations.
But Merry also says that number is growing.
As my colleague, ASQ Board member ..., 19 April 2004 [cached]
As my colleague, ASQ Board member Martin Merry, MD, a widely recognized authority on modern quality management practices (and the New Hampshire Hospital Association's senior advisor for medical affairs) observed: "These findings are consistent with what many of us working in this field have felt intuitively for some time.Health care executives are under relentlessly increasing pressure to demonstrate improved performance, as measured by both quality improvement and cost containment; but, as a group, have yet to fully understand and/or internalize the tremendous returns that they might expect from a far greater investment in modern quality management practices."
Like myself, Merry is encouraged by what he sees as a "growing cadre of visionary and 'early adopter' health care leaders who are making such investments, and who are seeing significant financial returns on their investment in quality."
Creating a Culture of Safety - A Philosophical Approach, 20 Sept 2004 [cached]
According to Martin D. Merry, MD, CM, adjunct faculty member at the University of New Hampshire and a consultant on clinical, quality, and patient safety issues, there's an important difference between compliance-oriented activities and activities designed to create a broad-based platform for safety.The former, he says, "are things that regulators and quasi-regulators demand-measures hospitals must take to stay in business and keep their licensure."Merry, a longtime member of the American Society for Quality, is outspoken and active in the field of healthcare quality, specifically medical error and patient safety, both regionally and nationally.
It's not that Merry doesn't support safety initiatives such as JCAHO's National Patient Safety Goals.He and other experts applaud such standards and uphold the widespread use of technology, yet argue that a broader approach is needed to create an evolution.Perhaps more important than the adoption of specific safety strategies designed to prevent specific errors is the adoption of a philosophy that supports systemwide communication, analysis, and change.
JCAHO, Merry notes, responded positively to the Institute of Medicine report by focusing on safety and becoming proactive-an effort he commends.However, he notes, "the data keep piling up that we're not fixing the problem out there.
Watson, Seifert, and Merry agree that cultural transformation can take place only if everyone participates.
Explains Merry, "One of the things we've learned from aerospace and other high-risk industries is that if problems occur on the front line, it's the people on the front lines that really know what's happening.They're in the best position to really observe what's going on."
Yet in organizations that don't develop nonpunitive systems, many on the front lines are afraid to speak out.Merry says organizations with strong leadership want to know everything that's going wrong.
Martin Merry, MD, ..., 22 Feb 2014 [cached]
Martin Merry, MD, CM
Martin Merry Building on 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. He is the author of numerous articles addressing these topical areas. He has worked with more than 1000 health care organizations in each of the 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 the Joint Commission. 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 and numerous state and regional professional associations.
Dr. Merry is a recognized communicator of leading edge quality concepts for health care, including Lean Six Sigma, Human Factors Science, Appreciative Inquiry 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. As a member of ACPE's onsite faculty, he creates custom-designed programs for hospitals, medical staffs, boards, medical groups and state and regional health care associations. A small sampling of his wide variety of topical areas includes:
• Others (potential clients are invited to communicate with Dr. Merry regarding their specific goals and needs)
In addition to his consulting and educational work, Dr. Merry continues in his part-time position as Adjunct Associate Clinical Professor of Health Management and Policy at the University of New Hampshire. He is also Emeritus 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.
Dr. Merry's educational background includes:
Following his postgraduate training Dr. Merry 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.
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
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