J.D. Salinger’s famous and only full length novel, A Catcher in the Rye, was controversial when published in 1951. Salinger’s recent death brought back memories to me of reading it in the 1960s, and some reflections about what it means for us today. The title of the book comes from Holden’s fantasy, which is ironically associated with Robert Burns’ poem, Comin Thro the Rye. Ironic, because Burn’s poem is about love and chance encounters. Near the end of the novel, Holden tells his sister, Phoebe:
"Anyway, I keep picturing all these little kids playing some game in this big field of rye and all. Thousands of little kids, and nobody's around - nobody big, I mean - except me. And I'm standing on the edge of some crazy cliff. What I have to do, I have to catch everybody if they start to go over the cliff - I mean if they're running and they don't look where they're going I have to come out from somewhere and catch them. That's all I do all day. I'd just be the catcher in the rye and all. I know it's crazy, but that's the only thing I'd really like to be." Chapter 22, A Catcher in the Rye
This image of being a savior is intermingled with, of course, Holden’s failures with relationships, with love, and with formal education, and embodies his transition from a teenager to an adult. Embroiled with teenage angst, the book has its funny and poignant moments and insights into human preoccupations, both irrational and rational.
One rational preoccupation is formal education, the business to which you and I devote our working lives. In my last column I spoke of the challenges facing us, the interesting times in which we live. Stressful times, such as those faced by the teenager, Holden, may have very different effects on us as leaders. Some leaders become frozen, incapacitated by the conflicting options and uncertainty they face. Inertia – doing what has always been done – becomes the de facto strategy. Other leaders become frantic, rushing into endeavors and trying to do as much as possible as quickly as possible. Opportunism without a unifying set of values or goals typifies this strategy. Still other leaders reflect upon their fundamental values as they scan for opportunities, for the chance encounters that can make a difference in achieving desired goals. Entrepreneurism, based on core values, typifies this strategy.
I hope you and your colleagues are seizing upon the opportunities these interesting times have created and are forging a new vision for health care management education that builds upon your and your faculties’ core values. As a member of AUPHA, you are not alone is this endeavor. The upcoming Leaders Conference in Chicago and the Annual Meeting in Portland provide forums for you to meet with colleagues, network, learn, and share information. Here you can scan for opportunities, align with others to pursue new endeavors, and enjoy doing so in good company. Other help comes from AUPHA’s alliance with the Studer Group, giving you access to new educational and training materials, both in print and electronically. Lastly, if you have not done so, check out the Knowledge Network on the AUPHA website, explore the postings, share materials, and reach out to other members.
J.D. Salinger was not known for writing happy endings, perhaps because he was more interested in human transitions and transformations. As I reflect upon his passing, I hope I have encouraged you to write your own endings and to make them as happy as you can.