Today I got back to work after being away for six weeks.
Because our maid arrived late this morning and my son was sick, I was forced to take half a day off and only reached the OPD at noon. There was only one doctor in the general OPD by then, and 170 patients had already registered to be seen.
My immediate reaction was panic.
Then came acceptance.
It’s going to be a busy day.
The OBGYN OPD was also in full swing, with two doctors and three nurses seeing patients. I started seeing whoever came through the door.
A 14-year-old with urinary incontinence. An 81-year-old with very high sugars and a smoking habit. A 21-year-old with severe acne. A 35-year-old lab technician, four days after a needle-stick injury. A nine-year-old who weighed 18 kilos. A one-and-a-half-year-old with severe malnutrition. A 22-year-old with a breast lump whose mother had cancer.
Every five to ten minutes, there is a sharp reset.
You get five or ten minutes to step into someone's life, figure out what is actually troubling them, wade through a mass of information — much of it seemingly unnecessary, but all of it important to them — and somehow arrive at a diagnosis. Then you have to decide what can realistically be done, within the constraints of time, money and accessibility.
Every patient is wildly different.
And yet, in many ways, they are all the same.
Most have waited for hours to be seen. Many have travelled 40–60 kilometres in a packed auto or train. Some have travelled overnight, arriving at 7 in the morning so that they can stand in line to register at 8 and perhaps be seen by 11 or noon.
By the time they finally sit in front of me, they have already travelled a long way through the healthcare system.
They have taken the advice of neighbours and relatives. They may have visited the local witch doctor, undergone rituals and been given talismans. They may have been treated by the jholachaap — the self-proclaimed practitioner who may once have worked as a hospital assistant or security guard. They may have gone to the local PHC and found no doctor there. If they still have the money and motivation, they may have gone to the nearby pharmacy, where the shopkeeper dispenses an assortment of over-the-counter medicines — a cocktail of tablets, some advice, perhaps a referral to the Ayurvedic pharmacy.
And after this entire carousel, if they still have enough distress, money and motivation to keep looking for an answer, they arrive at our hospital.
They encounter a long line.
And at the end of that line, they encounter me.
I have five to ten minutes to bridge the enormous gap between us — a gap filled with mistrust of the healthcare system, differences in language and understanding, the annoyance of the heat, and the understandable desire for a quick solution.
And as soon as the patient sits down, I have to make a decision.
Do I take the time to understand the whole story — the past history, the associated problems, the things they haven't come to ask me about but which may eventually matter?
Or do I address the immediate complaint and let the rest go?
A one-and-a-half-year-old who isn't eating well, for example, needs more than a prescription. I need to know about milestones, immunisations, feeding patterns, breastfeeding, complementary foods, junk food, why the child hasn't been immunised and what the family understands about nutrition.
All of this while the father wrestles with a three-year-old, the mother puts the one-and-a-half-year-old on the floor to breastfeed the six-month-old, and the child begins to cry.
This is general OPD! It is chaotic, noisy and full of contradictions. And it is filled with the enormous weight of the problems that people carry every day, in and out of our doors. We can only offer them crumbs and hope that it is enough.
My boss once taught me something that has stayed with me:
If you don't fix important problems — things that are significant but not an emergency today — one day they become urgent problems, things that can no longer be delayed.
Patient problems are like that.
Ignore high sugars today, and one day the patient may arrive in ketoacidosis or coma.
Ignore a headache today, and one day you may discover a brain tumour.
Ignore malnutrition, poor growth, hypertension, smoking, an untreated lump, an unvaccinated child — and eventually the window in which something could have been prevented becomes the window in which something has to be rescued.
But how do you explain prevention and screening to someone who lives from day to day?
From daily wage to daily wage.
From meal to meal.
Sometimes even from one meal to the next.
We use words like prevention, screening, risk factors and long-term complications. But perhaps we forget how far removed these concepts are from the reality of someone whose primary concern is whether they will earn enough today to feed their family.
During my recent trip, I spent some time observing in a department outside my own speciality. Someone there told me, “You can't learn this speciality in two weeks. You won't be able to do justice to any patient.”
And they were right, but I also kept thinking about where I work. In a place where a farmer may use pliers to pull out teeth. Where a government hospital office clerk may learn to perform hysterectomies under horrifically unsterile conditions. Where people routinely cross enormous distances because there is simply nowhere else to go.
In such a place, even a small piece of knowledge can have an enormous ripple effect — if it is used wisely and for the good of others.
Perhaps we don't always need to know everything.
Perhaps we need the wisdom to decide whom to give what knowledge to, how much of it to give, and when.
Over the last few days, I also spent time at a conference where 1,400 students from different healthcare disciplines came together to hear about the work being done in small rural hospitals like ours.
Doctors. Nurses. Physiotherapists. Speech therapists. Occupational therapists. Dentists. Sociologists. Psychologists.
So many people under one roof. I found myself wishing I could steal them all away, bring them to rural Bihar and how them a place where people wait five to ten hours to be seen for five to ten minutes.
Show them the needs that exist here. Show them how much could be done with the right people, the right knowledge and the right resources.
There is so much potential, so much knowledge and so many people willing to learn and serve.
Attending that conference always leaves me with the same strange feeling: We are so close, yet so far.
So close to having the people, knowledge and resources needed to fulfil the healthcare needs of our fellow Indians. And yet so far from being able to give every person who walks through our doors the time, attention and care they truly deserve.
For now, we keep doing what we can.
Five minutes here.
Ten minutes there.








