Brian Aldiss (1925-2017) not only wrote memorable science-fiction, but also defined the genre

The British writer of, among others, The Helliconia Trilogy, died on August 19 at the age of 92.

Two days after the grand old man of British – and global – science-fiction left for his trillion-year spree never to return again, Elon Musk, Tesla and SpaceX chief, along with nearly 100 CEOs of artificial intelligence (AI) companies, signed an open letter urging the UN to ban the use of AI-driven lethal weapons before the technology gets out of hand. How would Brian W Aldiss have reacted to the news?

It was his 1969 short story Super-Toys Last All Summer Long, adapted into the Steven Spielberg film A.I., which made the technology a part of popular culture. Aldiss said that he did not believe that SF had anything to do with predicting the future, yet at the end of his story, a conversation between two AI toys seems to hint at AI taking control over real intelligence – a concern that bothers Musk and others. “Teddy said, ‘You ask such silly questions, David. Nobody knows what “real” really means.’”

For Aldiss SF was a “metaphor for the human condition”. It started as a post Industrial Revolution genre with Mary Shelly’s Frankenstein being at the vanguard. The Gothic novel inspired the celebrated British SF writer to come up with a definition of science-fiction that stayed with him till a day after his 92nd birthday, when he died in his Oxford home on August 19, 2017.

What is SF? The definition was unveiled in Aldiss’s 1973 work Billion Year Spree: The True History of Science Fiction, in which he passionately and, some would say, stubbornly defended his thesis of naming Frankenstein the first SF novel. “Science fiction is the search for a definition of man and his status in the universe which will stand in our advanced but confused state of knowledge (science), and is characteristically cast in the Gothic or post-Gothic mould,” wrote Aldiss. It is not that he retrofitted the sentence to include his personal view of SF, though all his works in the genre were created with the same belief both before and after he articulated this definition.

The man whose works breathed new life into British SF once claimed that his storytelling abilities took shape as he stood on his preparatory school dormitory bed at night regaling fellow pupils with ghost stories, ready to be pummelled if the narrative failed to scare them. Not that his SF classics are all scary, but his ability to spring a surprise or two are evident in all his notable works. Aldiss never forgot his podium – the prep dorm bed. This training helped him in becoming an intelligent raconteur.

Taking SF beyond science fiction

Described by his agent Curtis Brown as the “bridge” between “classic SF and modern literature”, Brian Aldiss was born in Norfolk in 1925. As part of the Royal Signal,s he was active in WW II. His love for Asian culture grew during this time. The horrors of the war seen by young Aldiss in the Far East found their way into his stories later.

In the late 1950s and 1960s, along with Kurt Vonnegut and JG Ballard, Aldiss paved the way for SF as we know it today. The frighteningly dystopian narratives that have become second nature to the genre began with them. They explored human foibles and the so-called “culture stories”.

Since he began his writing career in the 1950s, Aldiss wrote almost every day. He has more than a hundred works – both fiction and nonfiction – to his credit. He also edited several anthologies. While some critics say the quality of writing suffered as the years went by, there is no disagreement on one count – Aldiss was a brilliant SF writer. He received two Hugo Awards, one Nebula Award, and one John W Campbell Memorial Award. He was named the 18th Grand Master by the Science Fiction Writers of America in 2000. Aldiss was inducted into the Science Fiction Hall of Fame in 2004. In 2005, he was awarded the title of Officer of the Order of the British Empire (OBE) for services to literature.

Despite being deeply rooted in the genre, Aldiss has been able to attract readers who usually do not read SF. He created a literature that addresses the crisis of the human condition going well beyond the usual orbit of SF. For the fan he was a master craftsman who let his stories grow on you.

The must-reads, if you haven’t already

Hothouse (1962)
Despite its questionable science, Hothouse is a classic. It is a nightmarish setting with the sun slowly turning into a red giant, which means the end is near. With the mercury rising, all urban settlements have apparently disappeared. Human civilisation is back to its tribal stage, and rituals and superstitions have replaced all scientific knowledge. Aldiss uses his master storytelling abilities to paper over shoddy science and weaves an apocalyptic future.

Greybeard (1964)
Greybeard starts 50 years after a nuclear explosion in space. The explosion causes mass infertility on Earth and as a result everyone is old. Aldiss creates a sad world for a couple in their fifties with no future lying ahead.

The Helliconia Trilogy (1982-1985)
Arguably one of the most ambitious works of SF, it appeared as three novels – Helliconia Spring, Helliconia Summer, and Helliconia Winter – set on a planet named Helliconia. Here human-like inhabitants experience seasons that lasts ages. Aldiss’s work describes the birth-to-death cycles of civilisations on the planet. The work is much more than SF – it is a multilayered narrative of epic proportions.

We welcome your comments at
Sponsored Content BY 

What hospitals can do to drive entrepreneurship and enhance patient experience

Hospitals can perform better by partnering with entrepreneurs and encouraging a culture of intrapreneurship focused on customer centricity.

At the Emory University Hospital in Atlanta, visitors don’t have to worry about navigating their way across the complex hospital premises. All they need to do is download wayfinding tools from the installed digital signage onto their smartphone and get step by step directions. Other hospitals have digital signage in surgical waiting rooms that share surgery updates with the anxious families waiting outside, or offer general information to visitors in waiting rooms. Many others use digital registration tools to reduce check-in time or have Smart TVs in patient rooms that serve educational and anxiety alleviating content.

Most of these tech enabled solutions have emerged as hospitals look for better ways to enhance patient experience – one of the top criteria in evaluating hospital performance. Patient experience accounts for 25% of a hospital’s Value-Based Purchasing (VBP) score as per the US government’s Centres for Medicare and Mediaid Services (CMS) programme. As a Mckinsey report says, hospitals need to break down a patient’s journey into various aspects, clinical and non-clinical, and seek ways of improving every touch point in the journey. As hospitals also need to focus on delivering quality healthcare, they are increasingly collaborating with entrepreneurs who offer such patient centric solutions or encouraging innovative intrapreneurship within the organization.

At the Hospital Leadership Summit hosted by Abbott, some of the speakers from diverse industry backgrounds brought up the role of entrepreneurship in order to deliver on patient experience.

Getting the best from collaborations

Speakers such as Dr Naresh Trehan, Chairman and Managing Director - Medanta Hospitals, and Meena Ganesh, CEO and MD - Portea Medical, who spoke at the panel discussion on “Are we fit for the world of new consumers?”, highlighted the importance of collaborating with entrepreneurs to fill the gaps in the patient experience eco system. As Dr Trehan says, “As healthcare service providers we are too steeped in our own work. So even though we may realize there are gaps in customer experience delivery, we don’t want to get distracted from our core job, which is healthcare delivery. We would rather leave the job of filling those gaps to an outsider who can do it well.”

Meena Ganesh shares a similar view when she says that entrepreneurs offer an outsider’s fresh perspective on the existing gaps in healthcare. They are therefore better equipped to offer disruptive technology solutions that put the customer right at the center. Her own venture, Portea Medical, was born out of a need in the hitherto unaddressed area of patient experience – quality home care.

There are enough examples of hospitals that have gained significantly by partnering with or investing in such ventures. For example, the Children’s Medical Centre in Dallas actively invests in tech startups to offer better care to its patients. One such startup produces sensors smaller than a grain of sand, that can be embedded in pills to alert caregivers if a medication has been taken or not. Another app delivers care givers at customers’ door step for check-ups. Providence St Joseph’s Health, that has medical centres across the U.S., has invested in a range of startups that address different patient needs – from patient feedback and wearable monitoring devices to remote video interpretation and surgical blood loss monitoring. UNC Hospital in North Carolina uses a change management platform developed by a startup in order to improve patient experience at its Emergency and Dermatology departments. The platform essentially comes with a friendly and non-intrusive way to gather patient feedback.

When intrapreneurship can lead to patient centric innovation

Hospitals can also encourage a culture of intrapreneurship within the organization. According to Meena Ganesh, this would mean building a ‘listening organization’ because as she says, listening and being open to new ideas leads to innovation. Santosh Desai, MD& CEO - Future Brands Ltd, who was also part of the panel discussion, feels that most innovations are a result of looking at “large cultural shifts, outside the frame of narrow business”. So hospitals will need to encourage enterprising professionals in the organization to observe behavior trends as part of the ideation process. Also, as Dr Ram Narain, Executive Director, Kokilaben Dhirubhai Ambani Hospital, points out, they will need to tell the employees who have the potential to drive innovative initiatives, “Do not fail, but if you fail, we still back you.” Innovative companies such as Google actively follow this practice, allowing employees to pick projects they are passionate about and work on them to deliver fresh solutions.

Realizing the need to encourage new ideas among employees to enhance patient experience, many healthcare enterprises are instituting innovative strategies. Henry Ford System, for example, began a system of rewarding great employee ideas. One internal contest was around clinical applications for wearable technology. The incentive was particularly attractive – a cash prize of $ 10,000 to the winners. Not surprisingly, the employees came up with some very innovative ideas that included: a system to record mobility of acute care patients through wearable trackers, health reminder system for elderly patients and mobile game interface with activity trackers to encourage children towards exercising. The employees admitted later that the exercise was so interesting that they would have participated in it even without a cash prize incentive.

Another example is Penn Medicine in Philadelphia which launched an ‘innovation tournament’ across the organization as part of its efforts to improve patient care. Participants worked with professors from Wharton Business School to prepare for the ideas challenge. More than 1,750 ideas were submitted by 1,400 participants, out of which 10 were selected. The focus was on getting ideas around the front end and some of the submitted ideas included:

  • Check-out management: Exclusive waiting rooms with TV, Internet and other facilities for patients waiting to be discharged so as to reduce space congestion and make their waiting time more comfortable.
  • Space for emotional privacy: An exclusive and friendly space for individuals and families to mourn the loss of dear ones in private.
  • Online patient organizer: A web based app that helps first time patients prepare better for their appointment by providing check lists for documents, medicines, etc to be carried and giving information regarding the hospital navigation, the consulting doctor etc.
  • Help for non-English speakers: Iconography cards to help non-English speaking patients express themselves and seek help in case of emergencies or other situations.

As Arlen Meyers, MD, President and CEO of the Society of Physician Entrepreneurs, says in a report, although many good ideas come from the front line, physicians must also be encouraged to think innovatively about patient experience. An academic study also builds a strong case to encourage intrapreneurship among nurses. Given they comprise a large part of the front-line staff for healthcare delivery, nurses should also be given the freedom to create and design innovative systems for improving patient experience.

According to a Harvard Business Review article quoted in a university study, employees who have the potential to be intrapreneurs, show some marked characteristics. These include a sense of ownership, perseverance, emotional intelligence and the ability to look at the big picture along with the desire, and ideas, to improve it. But trust and support of the management is essential to bringing out and taking the ideas forward.

Creating an environment conducive to innovation is the first step to bringing about innovation-driven outcomes. These were just some of the insights on healthcare management gleaned from the Hospital Leadership Summit hosted by Abbott. In over 150 countries, Abbott, which is among the top 100 global innovator companies, is working with hospitals and healthcare professionals to improve the quality of health services.

To read more content on best practices for hospital leaders, visit Abbott’s Bringing Health to Life portal here.

This article was produced on behalf of Abbott by the marketing team and not by the editorial staff.