Hostname: page-component-848d4c4894-75dct Total loading time: 0 Render date: 2024-05-26T10:58:13.022Z Has data issue: false hasContentIssue false

Teaching Health Law: A Health Law Practice Workshop: Bridging Externship Placements and the Classroom

Published online by Cambridge University Press:  01 January 2021


Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
JLME Column
Copyright © American Society of Law, Medicine and Ethics 2009

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)


ABA standard for accreditations 305(e) (7).Google Scholar
During the first few years the course was offered, I co-taught it with my colleague, Karen Rothenberg. Then, for several years, I taught the course alone. More recently, I have co-taught the course with one of our health law program coordinators or the coordinator has taught the course alone. Our program coordinators have all been law school graduates with experience practicing law (often health law) in different settings.Google Scholar
The case was developed by Jack Schwartz, Health Care Law & Policy Fellow and Visiting Law School Professor, formerly head of Opinions and Advice for the Maryland Office of the Attorney General.Google Scholar
This case was written by Elizabeth Kameen, former Assistant Attorney General at the Maryland Department of Health and Mental Hygiene.Google Scholar
Richard, L., “How Your Personality Affects Your Practice: The Lawyer Types”, ABA Journal 79 (1993): 7478, at 74.Google Scholar
Id., at 75.Google Scholar
Argyris, C. and Schön, D., Theory in Practice: Increasing Professional Effectiveness (Oxford, U.K.: Jossey-Bass, 1974).Google Scholar
Rubin, I. M. et al., “Effective Interpersonal Transactions”, in Managing Human Resources in Health Care Organizations. The two models are referred to as “Theories-in-Use.” “Model I is by far the most prevalent, and, the most likely to result in dysfunctional interpersonal encounters. Model II represents the alternative ‘ideal,’ very infrequently used in its pure form, which would result in more productive interpersonal encounters.” Id., at 160161.Google Scholar
The readings include “Characteristics of Managers” from Gross, B. M., Organizations and Their Managing; “The Abrasive Personality” from Levinson, H., Harvard Business Review: On Human Relations; Tannen, D., “The Power of Talk,” Harvard Business Review; and “The Power of Questions”, from Leeds, D., Smart Questions: A New Strategy for Successful Managers.Google Scholar
See online article “Firm Culture Matters Most,” available at <> (last visited July 6, 2009).+(last+visited+July+6,+2009).>Google Scholar
See, e.g., Deal, T. and Kennedy, A., Corporate Cultures: The Rites and Rituals of Corporate Life (Reading, MA: Addison, Wesley, 1984); Goodstein, L., Nolan, T. and Pfeiffer, J. W., Applied Strategic Planning: A Comprehensive Guide (Columbus, OH: McGraw-Hill, 1993).Google Scholar