A physician and a lawyer argue against a dermatology clinic switching from a small, reliable pathology lab to a large-scale pathology lab in order to receive volume discounts and increase profit.

A physician explains that the sale of nonprescription cosmeceuticals from a dermatology office should be done in a manner that is educational but non-threatening to patients.

Physicians new to a case might object to an established care plan. Practice variation, clinical momentum, and how value is assigned by different parties to acute care and comfort measures can each contribute to conflict in these cases.

Physicians must express compassion when discussing risk and success rates of palliative surgery.

Physicians need to help surrogate decision makers to make treatment and end-of-life decisions for those with severe neurological damage by proving a realistic prognosis and maintain strong lines of communication.

Serving fast food and other unhealthful offerings in hospital cafeterias sends the message that the institution's bottom line is more important than the health of patients, visitors, employees, and others.

Moral distress can be reduced by approaching the patient-physician relationship with empathy and humility, which foster trust and good communication.

Good ethics and good business don’t have to be in conflict. Ophthalmologists shouldn’t resort to requiring their patients to buy contact lenses in-house; instead, they should focus on expanding their skill set and providing personalized service.

An exploration of what could have been done to help the immigrant family of a severely ill child with his care.

For some patients whose survival is extended by disease-modifying interventions, little guidance about clinical and ethical complexities exist.