>> WELCOME
THANK YOU FOR JOINING
I'M MARIE BERNARD AND I'M
DELIGHTED TO KICK OFF THE
TWO-DAY EVENT.
WE'RE GOING TO COVER COHORT
RECRUITMENT PROGRAMS WITHIN THE
BROADER CONTEXT OF THE
SCIENTIFIC ENDEAVOR AND DELVE
INTO THE SCIENCE INTO THEIR
EFFECTIVENESS.
COHORT RECRUITMENT OR CLUSTER
HIRES CAN TAKE DIFFERENT FORMS
THE TERM IS FACULTY IN MULTIPLE
DEPARTMENT TO ENHANCE DIVERSITY
AND PROMOTE INSTITUTIONAL
CULTURE CHANGE.
EVIDENCE FROM ACADEMIC SETTINGS
SUGGEST SUCH PROGRAMS CAN MAKE
SCIENCE AND MEDICINE MORE
INCLUSIVE BY FOSTERING
COLLABORATIVE SUPPORTIVE WORKING
ENVIRONMENTS.
A GREAT EXAMPLE HAS BEEN THE
SUCCESS OF THE NIH DISTINGUISHED
SCHOLARS PROGRAM.
THIS IS A PROGRAM BUILT ON TWO
COHORT RECRUITMENT PROGRAMS
GROUPS OF SCIENTISTS INVITED TO
BUT FORWARD THEIR BEST SCIENCE
AND MATCHED WITH THE CENTER THAT
BEST MEETS THEIR NEEDS AND THAT
PROGRAM HAS BEEN SUCCESSFUL IN
INCREASING DIVERSITY IN THE
TENURE TRACK OF INTRAMURAL
SCIENTISTS AT NIH BUT WITH THE
ADDITION OF THE SCHOLARS
COMPONENT ALLOWING THE BEST OF
THE INDIVIDUALS TO APPLY TO
BECOME A SCHOLAR AND IF SELECTED
BECOME A SELF-REINFORCING
COMMUNITY AND MEET ON A REGULAR
BASIS AND GET EXTRA MENTORING
AND THERE'S ATTENTION TO THE
CLIMATE AND THE SUPPORT THAT'S
PROVIDED IN GENERAL.
THAT'S BEEN ASSOCIATED WITH
EXPONENTIAL INCREASE IN THE
DIVERSITY OF SCIENTISTS IN THE
INTRAMURAL TENURE TRACK PROGRAM
AT NIH.
SO MUCH SO THAT NIH CHOSE TO
REPLICATE THIS FOR OUTSIDE
INSTITUTIONS AND OFFERING THE
FACULTY INSTITUTIONAL
RECRUITMENT FOR SUSTAINABLE
TRANSFORMATION FUNDING
OPPORTUNITY.
IT WAS RELEASED IN FISCAL YEAR
'21.
THE SECOND FOR '22 AND THE '23
COMPETITION WAS JUST ANNOUNCED.
THERE'S ALSO INSTITUTIONAL
RESEARCH AND ACADEMIC CAREER
DEVELOPMENT AWARD PROGRAM AND
THE MAXIMIZING OPPORTUNITIES FOR
SCIENTIFIC AND ACADEMIC
INDEPENDENT CAREERS PROGRAM,
MOSAIC.
SO REGARDLESS OF WHAT TYPE OF
PROGRAM YOU'RE INTERESTED IN WE
THINK THERE'LL BE SOMETHING FOR
YOU TO SCOMPLOEFR.
EXPLORE.
WE'RE PRIVILEGED TO HAVE A GROUP
OF SCHOLARS EXPLORING HOW YOU
ADOPT AND DEM DISSEMINATE THE
APPROACH AND MY HOPE IS IT THE
DISCUSSIONS OVER THE NEXT FEW
DAYS WILL GALVANIZE THE
COMMUNITY AROUND THE SUCCESSFUL
COHORT RECRUITMENT MODELS AND
ALLOW TO YOU MOVE FORWARD IN
USING WHAT FORM IS BEST FOR YOUR
ENVIRONMENT TO ENHANCE EQUITY,
DIVERSITY AND INCLUSION AND
ACCESSIBILITY FOR FACULTY OR
DEIA AS WE CALL IT.
THIS IS PART OF YOU'RE DIVERSITY
SEMINAR SERIES HOSTED BY THE
OFFICE.
IT RUNS FROM SEPTEMBER THROUGH
MAY OF EACH YEAR.
THE PURPOSE IS TO KEEP IT FRONT
OF CONSCIOUSNESS THERE IS
SCIENCE AND THERE EVIDENCE TO
THIS AND TALK ABOUT THE LATEST
RESEARCH BEING LED BY EXPERTS IN
THE FIELD AND ALLOWING FOR
INTERCHANGE BY PROFESSIONALS AND
RESEARCHERS IN THE AREA.
I REALLY ENCOURAGE YOU TO TAKE A
LOOK AT OUR WEBSITE TO LEARN
MORE ABOUT THIS.
YOU CAN GO TO THE URL LISTED ON
THE SLIDE OR I USUALLY DO
EQUITY, DIVERSITY AND
INCLUSION.gov AND FIND OUR
LANDING PAGE AND FIND RECORDINGS
AND MATERIALS FROM PREVIOUS
PRESENTATIONS.
WE HAD AN OFFERING IN SEPTEMBER
THE TITLE IS IMPLICIT BIAS
TRAINING EFFECTIVE AND IN
OCTOBER WE HAD A REPORT OUT FROM
THE NATIONAL ACADEMY OF SCIENCE
AND ENGINEERING AND MEDICINE AND
WE TALKED ABOUT THE PROS AND
CONS OF COHORT RECRUITMENT.
TODAY WE'LL DELVE INTO THAT.
AND WE WANT YOU TO BE AWARE AND
SAVE THE LATE FOR THE LAST OF
2021-2022 SERIES ON MAY 1 THE
TOPIC WILL BE HOW DOES DIVERSITY
IMPACT SCIENCE, MAY 17.
I'M EXCITED ABOUT THIS AS WELL
BECAUSE WE'RE GOING TO HAVE
SEVERAL GREAT EXPERTS SHARING
DATA TOP LEVEL THAT SHOWS THE
IMPACT ON DIVERSITY IN SCIENCE.
DR. LARRY TABAK, ACTING
PRINCIPLE DIRECTOR NIH THIS
MORNING AGREED TO GIVE OPENING
REMARKS HE'LL INTRODUCE THE
ACTING DIRECTOR FOR THE SCIENCE
TECHNOLOGY AND POLICY.
WE'LL HAVE DR. SAN TAN GELLO AND
HAVE OPENING REMARKS FROM A
SPEAKER FROM PRINCETON AND
BUILDING IN Q&A AND LOOK AT TOP
LEVEL DATA.
THIS TAKES A VILLAGE.
I'D LIKE TO START BY THANKING
THE FCR PLANNING COMMITTEE WITH
REPRESENTATIVES FROM NIH AND
BEYOND INCLUDING ALBERT AVALA,
JESSICA CONSOLA, JESSICA BADGER,
ALISONGAMY, MICHAEL SEISMA AND
OUR ADVISER AND THE TEAM HAS
BEEN MARVELOUS IN MAKING THIS
HAPPEN.
I WANT TO GIVE MY SINCERE THANKS
TO JULIAS PATTERSON, DR. PAM
TAMEZ AND CARLY SULLIVAN AND
MOLINA STEVEN.
SO WHAT CAN YOU EXPECT FOR
TODAY?
WE'LL START WITH DR. ROBERTA
DIAZ AND WE'LL HAVE TWO PANEL
SESSIONS.
ONE ON LEADERSHIP VIEW POINTS ON
CREATING CULTURE CHANGE AND
COHORT RECRUITMENT AND SUCCESSES
AND CHALLENGES ON COHORT
RECRUITMENT AS PART OF THE
LARGER DEIA MISSION.
YOU'LL HEAR PRESENTATIONS FROM
EACH THE EXPERTS ON THE PANEL
AND THEN WE'LL HAVE Q&A.
WE WILL BE TAKING LIVE QUESTIONS
FROM THE AUDIENCE AND POLLED
SOME QUESTIONS YOU
PRE-SUBMITTED.
IF YOU'D LIKE TO SUBMIT A
QUESTION LIVE, DON'T HESITATE.
YOU CAN SUBMIT IT AT ANY TIME
CLICK ON THE SEND LIVE FEEDBACK
BUTTON.
WE HAVE A BREAK FROM 2:15 TO
2:30 AND WE'RE GOING TO GIVE YOU
THE GIFT OF TIME.
WE'RE NOT GOING TO ASK YOU TO
COME BACK AFTER THE SECOND
SESSION.
WE'LL END SHORTLY AFTER 4:00
TODAY.
SO YOU CAN SEE THE FULL PROGRAM
BY VISITING THE REGISTRATION
WEBSITE.
THE SECOND DAY IS STRUCTURED
SIMILARLY TO THE FIRST DAY AND
HEAR FROM TWO PANELS.
ONE ON IDENTIFYING RESOURCE
NEEDS FOR COHORT RECRUITMENT AND
PROFESSIONAL DEVELOPMENT.
ANOTHER ON TRACKING COHORT
OUTCOMES AND COLLECTING DATA ON
THE EXPERIENCES OF FACULTY
MEMBERS.
WE'LL ALSO HAVE OPENING REMARKS
FROM THE REALLY EXTRAORDINARY
DR. SHERRY TILLMAN ADVISER TO
THE C CHANGE PROGRAM FROM THE
AMERICAN ASSOCIATION OF THE
ADVANCEMENT OF SCIENCES.
I SINCERELY HOPE YOU'LL BE ABLE
TO JOIN US FOR THE ENTIRETY OF
THIS BUT RECOGNIZING LIFE
HAPPENS AND YOU SHOULD BE AWARE
THAT THERE'LL BE A RECORDING OF
THE TWO HALF DAYS ON OUR WEBSITE
WITHIN A FEW BUSINESS DAYS AS
WELL AS PRESENTATION MATERIALS.
SO BEFORE I TURN IT OVER TO
DR. BRITTON, I WANTED TO THANK
EVERYONE WHO PARTICIPATED IN OUR
PRE-EVENT SURVEY AND IT WILL
REMAINING OPEN UNTIL 2:30
EASTERN TIME AND LOOK IN YOUR
E-MAIL FROM COSMIC EVENTS.gov IF
YOU'RE INTERESTED IN
PARTICIPATED.
IT TAKES ABOUT FIVE MINUTES TO
COMPLETE.
WHAT WE FOUND THUS FAR IS THAT
WE HAVE A MIXED AUDIENCE.
ABOUT 30% OF PEOPLE ARE FROM
INSTITUTIONS THAT CURRENTLY ARE
IMPLEMENTING FACULTY COHORT
RECRUITMENT.
33% SAY THEIR INSTITUTIONS WHERE
NOT IMPLEMENTING FACULTY COHORT
RECRUITMENT AND 37% ARE NOT
SURE.
IT'S OUR HOPE AT THEN OF THIS
THAT 37% WHO ARE NOT SURE WILL
BE ENERGIZED AND GO BACK TO THE
INSTITUTION AND GET PEOPLE
ENERGIZED AND FOR THE 33% SAY
THEIR INSTITUTION NOT
IMPLEMENTING FACULTY COHORT
RECRUITMENT MAYBE YOU'LL COME
BACK WITH DATA TO IGNITE SOME
INTEREST.
I HAVE RECEIVED FEEDBACK THAT IN
OTHER CONTEXT THERE'S DIFFERENT
PERSPECTIVES HOW COHORT
RECRUITMENT IS DEFINED.
I THINK THAT TOPIC WILL BE
EXPLORED IN THE NEXT COUPLE DAYS
AND THE TOPIC SHOULD BE HELPFUL
GOING FORWARD.
WE ALSO ASKED RESPONDENTS ABOUT
CHALLENGES THEY ENCOUNTERED IN
IMPLEMENTING COHORT RECRUITMENT
AND YOU'LL SEE THE PERCENTAGES
ARE MORE THAN 100% BECAUSE
PEOPLE CAN CHOOSE MORE THAN ONE
THING BUT BASICALLY THE TOP FIVE
CHALLENGES WERE LIMITED FUNDED
TO SUPPORT RECRUITMENT EFFORTS
AND LIMITED STAFFING TO SUPPORT
OUTREACH EVENTS AND IMPLICIT IN
HIRING PANELS AND LACK OF
DIVERSITY IN THE TALENT POOL AND
I'D LIKE TO REFER YOU TO
DIVERSITY.NIH.gov TO LOOK AT THE
RECRUITMENT TOOL KIT TO LOOK AT
THE DIVERSITY OF TALENT IN THE
POOL.
THERE ARE THOUSANDS OF QUALIFIED
SCIENTISTS OUT THERE AND THE
TOOL KIT HELPS IN IDENTIFYING
INDIVIDUALS AND GIVES
SUGGESTIONS FOR BEST PRACTICES.
MORE GENERALLY, IT'S INTERESTING
LACK OF INTEREST FROM SENIOR
FACULTY LOOKING AT MENTORS AND
SPONSORS AND LACK OF SUPPORT
FROM INSTITUTIONAL LEADERSHIP
WERE NOT AMONG COMMON
CHALLENGES.
PERHAPS IT'S SELECTION BIAS OR
THE PEOPLE WOULDN'T HAVE COME TO
THE MEETING BUT IT'S PROMISING
SO HOPEFULLY AS YOU COMPLETE THE
SEMINAR YOU'LL GO BACK WITH
RENEWED FOCUS AND VIGOR AND TAKE
ADVANTAGE OF THE SENIOR MENTORS
AND INSTITUTIONAL LEADERS TO
MOVE THINGS FORWARD FOR COHORT
RECRUITMENT.
IT'S NOW MY HONOR TO INTRODUCE
OUR FIRST GUEST DR. ROBERTA
DIAZ.
HE'S AN INTERNATIONALLY REQUIRED
EXPERT IN ALZHEIMER'S DISEASE
AND LONG STANDING NIH FUNDED
INVESTIGATOR.
AMONG HER RESEARCH ACHIEVEMENTS
IS THE FIRST REGENERATIVE
THERAPEUTIC FOR ALZHEIMER'S
DISEASE IN THE PHASE 2 CLINICAL
TRIAL.
SHE HAS CHAMPIONED INTERCITY
POPULATIONS FROM LOS ANGELES TO
THE NAVAJO NATIONS AND SHE'S
BEEN RECOGNIZED WITH THE
PRESIDENT'S MEDAL FOR STEM
OUTREACH.
I RECALL HER RECEIVED THAT AND
JOINED IT AS THE DEPUTY DIRECTOR
AND THAT'S THE SECOND HIGHEST
RECOGNITION ONE CAN GET FROM THE
PRESIDENT SO KUDOS TO HER.
PROFESSOR OF PHARMACOLOGY AND
NEUROSCIENCE AND NEUROLOGY AT
THE ARIZONA COLLEGE OF MEDICINE
AND SITS ON THE DIRECTOR'S
ADVISORS COMMITTEE AND IS NOW
THE CO-CHAIR OF THE ADVISORY TO
THE WORKING GROUP ON DIVERSITY.
I'M THRILLED AND HONORED SHE'S
ABLE TO HELP KICK THINGS OFF
TODAY SO NOW I'LL TURN IT OVER
TO DR. BRINTON.
>> I'M HONORED TO JOIN YOU IN
THIS ENDEAVOR AND THRILLED TO BE
ABLE TO SHARE SOME OF MY
EXPERIENCES AND LESSONS LEARN ED
DOING THE WORK OF PROMOTING
DIVERSE VOICES, DIVERSE
PERSPECTIVES.
I'LL START SHARING MY SLIDES
NOW.
>> TO START OFF I'M PRETTY SURE
I'M SINGING TO THE CHOIR THAT
ALL OF YOU HAVE A STRONG
COMMITMENT AND A STRONG TRACK
RECORD IN DEVELOPING THE
COMMUNITIES OF DIVERSE VOICES,
DIVERSE EXPERTISE AND
INTELLIGENCE.
ONE OF THE THINGS THAT I AM
QUITE COMMITTED TO IS THE ADAGE
THAT NONE OF US KNOWS IT ALL BUT
TOGETHER WE KNOW A LOT.
THAT IS HOW I BELIEVE WE HAVE
BEEN SO SUCCESSFUL BOTH IN MY
SCIENCE AND ALSO IN OUR STEM
OUTREACH WORK.
I'LL TALK MORE ABOUT AND ASKING
THE QUESTION WHY DIVERSITY.
WHAT I'VE LEARNED IS THAT
DIVERSE PERSPECTIVES DRIVE
CREATIVITY, INNOVATION AND MOST
IMPORTANTLY SOLUTIONS.
AND THAT IT IS THAT DIVERSE
PERSPECTIVE THAT DRIVES US TO
THINK DIFFERENTLY.
AND TO ASK QUESTIONS DIFFERENTLY
AND ARRIVE AT SOLUTIONS THAT ARE
QUITE INNOVATIVE AND FOSTERING
AN INCLUSIVE, DIVERSE COMMUNITY
IS AN ALL BRAINS ON DECK
ENDEAVOR.
IT'S REALLY IT'S REALLY
IMPORTANT TO HAVE THAT DIFFERENT
PERSPECTIVE, THAT DIFFERENT
INTELLIGENCE, THAT DIFFERENT
EXPERIENCE.
AND NOT ONLY BECAUSE IT'S THE
RIGHT THING TO DO, IT'S WHAT WE
MUST DO.
DIVERSITY IS NOT A LUXURY, IT'S
A NECESSITY AND TO RESTORE
AMERICAN RECOMPETITIVENESS WE
MUST INVEST IN DIVERSITY.
I THINK THAT IS THE FOUNDATION
ON WHICH WE CAN ALL RELY.
IT'S NOT A LUXURY IT IS IN FACT
A NECESSITY TO SOLVE THE
PROBLEMS THAT ARE PRESSING FOR
US TODAY AND TOMORROW.
SO IN MY OWN DOMAIN OF SCIENCE,
I'VE COME TO REALIZE THAT PRE
VISION MEDICINE IS REALLY
DIVERSITY OF MEDICINE.
THAT PRECISION MEDICINE APPROACH
OF ONE SIZE WILL NOT FIT ALL IS
ACTUALLY THE PERFECT METAPHOR
FOR DIVERSITY.
AND DIVERSITY THAT MUST COME
INTO PLAY WHEN WE CAN THINK OF
HOW TO ADDRESS THE HEALTH ISSUES
OF OUR POPULATION AND FRANKLY
THE WORLD.
THERE'S A POWER OF ONE AND THE
ONE PERSON CAN MAKE A TREMENDOUS
DIFFERENCE AS DARNELA FRAZIER
DID ALMOST TWO YEARS AGO.
THE POWER OF ONE IS THE ONE
PERSON WHO WILL LISTEN AND STAND
UP AND FIGHT THE CAUSE AND ONE
PERSON WHO ENCOURAGES THE
DIFFERENT PERSPECTIVES TO
ADVANCE SCIENCE.
AND THAT ONE PERSON CAN LEAD A
PARADIGM SHIFT AND SOMETIMES
YOU'RE NOT EVEN AWARE THAT YOU
ARE THAT ONE PERSON.
BUT YOU HAVE THE COURAGE TO BE
THAT ONE PERSON AND IT DOES TAKE
COURAGE TO BE THAT ONE PERSON.
AND HERE I WANT TO JUST GIVE A
SHOUT OUT TO MY COLLEAGUE
DR. MARIE BERNARD WHO HAS BEEN
THAT ONE VOICE, THAT CONSISTENT
VOICE OF LEADING THE WAY OF
CHAMPIONING DIVERSITY AND SHE
NOW LEADS THE NIH UNITE
INITIATIVE WHICH IS LEADING THE
NATION IN ACTUALLY DEVELOPING A
STRATEGY TO CREATE INCLUSIVE
COMMUNITY OF DIVERSE VOICES,
EXPERIENCE AND INTELLIGENCE.
AND IF NIH CAN PULL IT OFF IT
WILL BE A SUCCESS FOR NIH AND
FOR US ALL AND A ROAD MAP FOR
LARGE INSTITUTIONS TO BECOME
DIVERSE, COMMUNITIES.
AND THE UNITE WAS TO ADDRESS
STRUCTURAL RACISM IN THE GREATER
SCIENTIFIC COMMUNITY THAT'S ALL
OF US ON THIS ZOOM.
AND THAT CREATING THIS
REPRESENTATION ACROSS THE NIH
INSTITUTES AND CENTERS TO CREATE
A CULTURE WITHIN THE BIOMEDICAL
ENTERPRISE AND REDUCE THE
BARRIERS TO RACIAL EQUITY IN THE
WORKFORCE AND AGAIN I COME BACK
IT THAT IS A NOBLE CAUSE.
IT IS ALSO AN ABSOLUTE NECESSITY
IF WE'RE GOING ADDRESS THE
CHALLENGE IN HEALTH AND BEYOND.
THIS IS PART OF THE ART THAT HAS
BEEN DEVELOPED THROUGH THE UNITE
INITIATIVE AND THIS IS A QUOTE
FROM DR. ANN SUMNER THAT THE
NATIONAL INSTITUTES OF HEALTH
HOPE AND HUMANITY ARE WELCOME IN
OUR RANKS AND WHO WE SERVE AND I
THOUGHT THAT WAS A BEAUTIFUL
QUOTE.
SO FOSTERING INCLUSIVE
EXCELLENCE DOES START WITH THE
GRAVE INNOVATOR.
IT ALSO REQUIRES A TEAM AND THE
UNITE TEAM IS PART OF WHAT
DR. BERNARD DESCRIBED EARLIER.
BUT FOSTERING INCLUSIVE
EXCELLENCE IS ACTUALLY SUPPORTED
BY DATA.
THE STATISTICS SHOW THAT THE
SCIENTIFIC COMMUNITY BENEFITS
FROM A MORE DIVERSE AND
SCIENTIFIC WORKFORCE.
AND THAT THOSE BENEFITS
OBVIOUSLY ARE IN THE QUESTIONS
THAT ARE ASKED AND HENCE THE
DISCOVERIES THAT ARE MADE AND
THE STRATEGIES TO ADDRESS THOSE
HEALTH ISSUES I MENTIONED
BEFORE.
SO SOMETHING THAT I HAVE THOUGHT
A GREAT DEAL ABOUT IS HOW DO WE
REBUILD COMMUNITIES THAT ARE
DIVERSE.
PART OF WHAT I'VE LEARNED IS
THAT HAVING A COMMON MISSION AND
A COMMON PURPOSE IS OFTEN TIMES
THAT GALVANIZING FORCE THAT
BRINGS TOGETHER DIVERSE
PERSPECTIVES AND PEOPLE FROM
DIVERSE COMMUNITIES.
BECAUSE IT'S A COMMON MISSION.
IT'S A COMMON ISSUE.
IT IS A COMMON PURPOSE.
NOW, PART OF THE CHALLENGE IS
BUILDING A COMMUNITY OF TRUST
ACROSS THAT LANDSCAPE AND
CLEARLY HERE IN ARIZONA IN BEING
IN RELATIONSHIP WITH TRIBAL
NATIONS AND TRIBAL PEOPLES, THAT
COMMUNITY OF TRUST BUILDING THAT
COMMUNITY OF TRUST TAKES A GREAT
DEAL OF INTENTIONALITY AND IT
TAKES A GREAT DEAL OF
SELF-AWARENESS OF WHAT TRUST
LOOKS LIKE TO ME, TO US, AND
WHAT TRUST LOOKS LIKE TO OTHERS.
AND BUILDING THAT COMMUNICATION
OF TRUST.
I MUST GIVE A GREAT DEAL OF
CREDIT TO OUR FIRST PEOPLES,
NATIVE PEOPLES COMMUNITY MEMBERS
WHO INTERACT WITH US AND OUR
FACULTY HERE AT THE UNIVERSITY
OF ARIZONA OF THEIR PATIENT
GUIDANCE AROUND HOW TO BUILD
THIS COMMUNITY OF TRUST.
FRANKLY IT TAKES A GREAT DEAL OF
TIME AND EFFORT AND HOWEVER, IT
RESULTS IN GREAT ACHIEVEMENTS
FOR BOTH PEOPLES OF THE NATIVE
NATIONS AS WELL AS FOR SCIENCE.
SO COMING BACK TO WHAT IS A VERY
IMPORTANT ASPECT OF CREATING
INCLUSIVE AND INCLUSIVITY IS
HAVING A CLEAR VISION AND THAT
CLEAR VISION TURNS OUT TO BE A
UNIFYING FORCE AND CAN SERVE AS
A GUIDE FOR ACTIONS AND DECISION
MAKING.
WITHOUT A CLEAR MISSION, THE
WHAT WE'VE LEARNED IS ACTIVITIES
AND PERSPECTIVES AND A LOT OF
TIME BECOMES DISSIPATED.
BUT THAT WHEN THERE IS A CLEAR
VISION THAT CAN ALSO BE A
CATALYST FOR GREATER ENGAGEMENT
AND GREATER INNOVATION.
AND YES, IT CAN BE VERY FOCUSSED
AND THAT FOCUS ALLOWS FOR ABOUT
WHAT WE'VE LEARNED IS FOCUS ON
ONE POINT ENABLES THIS OFF-ROAD,
IF YOU WILL, GROUP OF PEOPLE
ANOTHER GROUP OF PEOPLE TO TAKE
ANOTHER PATH BUT THEY'VE LEARNED
HOW TO ACHIEVE THAT COMMON GOAL.
BUILDING A COMMUNITY OF TRUST.
PART OF THE COMMUNITY OF TRUST
IS THERE'S OBVIOUSLY THE TRUST
RELATIONSHIP BETWEEN YOU AND
YOUR COLLEAGUES.
THERE IS THEN ANOTHER TRUST
RELATIONSHIP BETWEEN YOUR
COMMUNITY AND THE ORGANIZATION.
DIPLOMATIC AND HONORING
COMMUNICATION IS CRITICALLY
IMPORTANT BECAUSE FROM THIS SIDE
IT MIRRORS THIS RESPECT AND
HONORING AND MODELLING THE
COMMUNICATION HAS BEEN VERY
IMPORTANT AND MODELLING
LISTENING AND THAT HAS BEEN I
THINK ONE OF THE MOST IMPORTANT
ASPECTS OF WORKING WITH NATIVE
PEOPLES IS LISTENING AND
REALIZING AND RECOGNIZING FROM
THE GET GO AND THE LISTENING IS
CRITIC
CRITICAL TO THAT RELATIONSHIP.
HOW DO WE FOSTER COLLABORATIONS?
AND IT BRINGS DIVERSE
PERSPECTIVES TOGETHER TO
INNOVATE.
IT ALSO REQUIRES THAT
CONVERSATION AROUND WHAT IS
IMPORTANT TO EVERYONE IN THIS
COMMUNITY?
NOW, IT MAY TURN OUT THAT THERE
ARE THREE AREAS OF IMPORTANCE
AND THEN PEOPLE CAN CHOOSE AND
IT TAKES LISTENING AND THE
COMMUNICATION AND THEN THE
INVESTMENT IN RESOURCES AND
ENABLING THOSE PROJECTS AND PART
OF WHAT WE'VE LEARN ED AND HAVE
CAPABILITIES THAT CAN BE
DEPLOYED TO DIFFERENT PROJECTS
TH
THAT AND WE HAVE A SET OF
ENABLING TECHNOLOGIES AND A SET
OF ENABLING INTELLIGENCE THAT
THEN CAN BE DEPLOYED TO MULTIPLE
PROJECTS.
AND THE REASON I BRING THAT UP
IS IT CAN BE EXHAUSTING AND
EXPENSIVE TO CONSTANTLY
REPRODUCE THE SAME ENABLING
CAPABILITIES.
WHEN ESSENTIALLY BUILDING THIS
COMMUNITY OF TRUST CAN HAVE
SHARED PURPOSE AND SHARED
RESOURCES.
HOW DO WE DEVELOP THE LEADERS OF
TOMORROW?
PART OF WHAT WE'VE LEARNED OVER
MANY YEARS IS THE POWER OF
EXPERIENCE DEPENDENT MENTORSHIP
THAT THE MOST SUCCESSFUL MENTOR
OFTEN TIMES IS NOT THE PERSON
WITH THE LONGEST EXPERIENCE.
THE PERSON WHO LOOKS LIKE THAT
MENTEE, THE PERSON WHO IS THE
NEXT STEP IN THAT CAREER
DEVELOPMENT, I THINK IT'S VERY
IMPORTANT FOR COHORT RECRUITMENT
PARTICULARLY INTO ACADEMIA AS
WELL AS OTHER ENVIRONMENTS THAT
HAVING, IF YOU WILL, THE
DEPARTMENT CHAIR OR THE DEAN BE
THE MENTOR SOMETIMES IS HELPFUL
BUT WHAT OFTEN TIMES IS MORE
HELPFUL IS THAT ASSOCIATE
PROFESSOR WHO'S GONE THROUGH
THIS PROCESS WITHIN ACADEMIA
THAT THEN CAN MENTOR THAT
ASSISTANT PROFESSOR.
IN OUR CASE, I LEARN ED THIS
MOURN MENTORSHIP LESSON -- THIS
IMPORTANT MENTORSHIP LESSON IN A
SCHOOL A 10 MINUTE WALK FROM A
WORLD CLASS LEARNING
INSTITUTION.
I STOOD IN THE ROOM AND I CAN
STILL SEE IT TODAY, I'M IN THE
BACK OF THE ROOM AND THE HIGH
SCHOOL STUDENTS ARE ESSENTIALLY
STARTING OUT THIS SCIENCE
EDUCATION EXPERIENCE FOR THESE
ELEMENTARY SCHOOL STUDENTS AND
THEY WERE MAKING IT FUN, WHICH
MADE ME ENVIOUS OF SCIENCE
EDUCATION THAT CAN BE FUN AND
THEY WERE MORE EFFECTIVE BECAUSE
THEY COULD SEE THEMSELVES AS
HIGH SCHOOL STUDENTS WHERE IF I
WAS IN THE FRONT OF THE ROOM,
THAT WAS A BRIDGE TOO FAR
WHEREAS SEEING THEIR OLDER
BROTHER OR SISTER AT THE FRONT
OF THE ROOM WAS, I CAN DO THIS
AND VERY EMPOWERING.
SO WHAT WE'VE DONE THROUGHOUT IS
TO BUILD EXPERIENCE IN
MENTORSHIP AND HERE IN THE
CENTER AND OUR NIA PREDOCTORAL
FELLOW R25 AND NAVAJO STUDENTS
AND THOSE STUDENTS WILL THEN WHO
ACTUALLY I'M THRILLED TO SAY ARE
FIRST COHORT OF NAVAJO STUDENTS
WILL BE ENNING FOR THE STUDENTS
OF ARIZONA IN NEUROSCIENCE
PROGRAMS GRADUATE PROGRAMS THIS
FALL SO I'M VERY EXCITED ABOUT
THAT.
THOSE R25 NIH SCHOLARS WILL NOW
MENTOR THE NEXT GENERATION OF
THEMSELVES.
OUR NIA ALZHEIMER'S DISEASE
RESEARCH CENTER SCHOLARS, YOUNG
FACULTY ARE NOW MENTORING OUR
T32 STUDENTS.
WE HAVE THIS EXPERIENCE
DEPENDENT MENTORSHIP BUILT
THROUGHOUT OUR DIVERSITY AND
INCLUSION EFFORTS.
SO WHAT ARE THE LESSONS THAT
I'VE LEARNED?
DO THE EXPERIMENT, TEST THE
HYPOTHESIS AND COLLECT THE DATA.
THIS IS NOT DIFFERENT THAN THE
SCIENCE THAT WE CONDUCT AT THE
BENCH.
PART OF WHAT DOING WHAT I CALL
DOING THE EXPERIMENT IS BEING
VERY INTENTIONAL ABOUT WHAT THE
EXPERIMENT IS AND HOW YOU'RE
GOING COLLECT THE DATA, WHAT IS
THE OUTCOME THAT YOUR HOPING TO
ACHIEVE, COLLECT THE DATA AND
RINSE AND REPEAT.
ESSENTIALLY THE DATA WILL TELL
YOU WHETHER THERE'S BEEN SUCCESS
OR NOT.
AND WILL ALSO TELL YOU WHERE
THINGS DIDN'T GO AS PLANNED AND
SOMETIMES THAT'S A GREAT THING
BECAUSE YOU LEARN A GREAT DEAL
AN PROOF OF CONCEPT AND GOING
OUT AND DOING THE BROAD
EXPERIMENT ALL AT ONCE IS FAR
TOO COMPLICATED WHEREAS IF A
SMALL PART OF THAT BIG PICTURE
IS EXECUTED THEN YOU CAN LEARN
FROM THAT AND BUILD AND BUILD
AND BUILD.
THE OTHER IS THE POWER OF A
MISSION AND WITH A MISSION, YOU
AUTOMATICALLY HAVE PEOPLE DRAWN
TO THE ISSUE YOU'RE ADDRESSING.
AND YOU HAVE CLEAR METRICS OF
SUCCESS AND THE METRICS OF
SUCCESS ARE ACTUALIZED
INCREMENTAL STEPS TO ACHIEVE THE
GOAL AND TRUST, TRUST, TRUST AT
EACH LEVEL.
SO WITH THAT, I SEE THAT
DR. BERNARD HAS JOINED ME AND I
WILL END WITH THE LESSON LEARNED
THAT ONE CAN ALWAYS LEARN AND I
AM SO GRATEFUL TO BE LEARNING
FROM DR. BERNARD.
THANK YOU.
>> THANK YOU SO MUCH,
DR. BRINTON.
REALLY LOVELY.
I REALLY APPRECIATE SETTING THE
FRAMEWORK FOR US.
AND I NEED TO MAKE A CORRECTION
IN WHAT I SAID EARLIER I'M SO
EXCITED ABOUT THE SHERIRLEYS
INVOLVED AND I GAVE SHIRLEY
MALCOLM THE WRONG LAST NAME AND
WILL GIVE COMMENTS TOMORROW AND
DR. BRINTON KNOW EACH OTHER AND,
THUSHGS I REALLY APPRECIATE IT.
NOW, I'M PLEASED TO INTRODUCE
OUR FIRST PANELIST SPEAKERS
PROVIDING LEADERSHIP
PERSPECTIVES ON LEADERSHIP
CHANGE THROUGH COHORT
RECRUITMENT AND JOINED BY AN
ESTEEMED GROUP OF LEADERS,
DR. JOAN REEDE, DR. HEILIG AND
DR. ACOSTA.
IN THE INTEREST OF OPTIMIZING
TIME FOR DISCUSSION I'LL BE
TIMING EACH PRESENTATION AND
GIVING AN AUDIO CUE WHICH
HOPEFULLY YOU'LL BE ABLE TO
HEAR.
I'LL START WITH DR. JOAN REEDE.
SHE SERVING AS THE DEAN FOR
DIVERSITY AND COMMUNITY
PARTNERSHIP AND PROFESSOR OF
MEDICINE AT HARVARD MEDICAL
SCHOOL AS WELL AS THE PROFESSOR
OF SOCIETY, HUMAN DEVELOPMENT
AND HEALTH AT THE HARVARD TH
CHAN SCHOOL OF PUBLIC HEALTH.
DR. REEDE HAS A LIFE LONG
PASSION FOR MENTORING AND
PROVIDING DIVERSITY IN BIO
SCIENCES AND IS RESPONSIBLE FOR
THE MANAGEMENT OF THE PROGRAM TO
INCREASE THE RECRUITMENT OF
DIVERSITY.
>> THANK YOU FOR THAT
INTRODUCTION, DR. BERNARD AND
FOR THE OPPORTUNITY TO SHARE.
I'LL BE TALKING ABOUT A COHORT
HIRING PROCESS AT HARVARD MEDDLE
SCHOOL AND HOW DO WE CONTINUE TO
MOVE FORWARD BUT THINKING
DIFFERENTLY.
AND WORK BEGINS WITH SOMETHING
THAT WAS ALREADY MENTIONED BY
DR. BRINTON IN TERMS OF STARTING
WITH MISSION AND VALUES AND THE
HARVARD MEDICAL SCHOOL MISSION
AND THIS DIVERSITY AND INCLUSION
ARE EMBEDDED WITHIN THE MISSION
OF THE SCHOOL.
WITHIN OUR COMMUNITY, VALUES OUR
ISSUES OF DIVERSITY AND RESPECT
AND PROMOTING EQUITY AND SOCIAL
JUSTICE AND THERE'S A TASK FORCE
FROM OUR BOARD STEAK A TASK
FORCE THAT HAD REPRESENTATION
FROM FACULTY AND STUDENTS AND
TRAINEES AND STAFF FROM ACROSS
OUR ENTIRE SYSTEM THAT MET FOR
ALMOST TWO YEARS ALMOST
DIFFERENT 50 MEETINGS AND TYPES
OF GATHERINGS AND PLAN WITH OUR
MEDICAL SCHOOL GOING FORWARD AND
GO TOGETHER BETTER TOGETHER AND
DEVELOPING PEOPLE IN
INFRASTRUCTURE AND HOLDING
OURSELVES ACCOUNTABLE IN
KNOWLEDGE AND ALL THESE PILLARS
ARE BASED ON A FOUNDATION OF
INCLUSIVE EXCELLENCE AND HAVE
LEADERS ACROSS OUR SYSTEM
INCLUDING DEPARTMENT CHAIRS AND
OTHERS WHO ARE ENTHRALLED IN THE
PROCESS.
AS WE MOVED FROM THAT TASK FORCE
TO IN THE PAST TWO YEARS AND ALL
THAT'S GONE ON OUR DEPARTMENT
CHAIRS FROM OUR SOCIAL SCIENCE
DEPARTMENTS CAME TOGETHER AND
WANTED TO ADDRESS HIRING.
HIRING DIVERSITY AND SOME OF
THOSE CHAIRS WERE REPRESENTED ON
THE TASK FORCE AND THE CHAIRS
WITH THE DEAN AND THE SUPPORT OF
THE DEAN OF MEDICINE FROM THE
UNIVERSITY DETERMINED WE'D START
A NEW KIND OF PROCESS FOR OUR
RECRUITMENT AND IT'S IMPORTANT
THAT THIS COMES FROM THE
LEADERSHIP AND SUPPORT FROM THE
DEAN'S OFFICE AND PRESIDENT'S
OFFICE AND PROVOST ALL OUR
SOCIAL SCIENCE DEPARTMENT CHAIRS
AND FORM COMMITTEES AND ALSO
PARTS OF THE DEAN'S OFFICE THE
OFFICE OF ACADEMIC AFFAIRS, THE
DEAN OF FACULTY AFFAIRS AS WELL
AS MY OFFICE, THE OFFICE OF
DIVERSITY, INCLUSION AND
COMMUNITY PARTNERSHIP AND WITH
FELLOW INSTITUTIONS.
SO LEADERSHIP WAS ON BOARD FROM
THE START.
THE CHAIRS SPENT A GOOD AMOUNT
OF TIME IN BEING CLEAR WHAT THEY
WANTED TO ACCOMPLISH, THE VALUES
THEY WANTED TO PUT FORWARD AND
HOW ARE THE VALUES CONSISTENT
WITH THE MISSION AND VALUES OF
THIS SCHOOL AND THE BETTER
TOGETHER PLAN.
AND THE PRINCIPLES AND THE
INTENTIONALITY OF OUR EFFORTS TO
WALK INTO NEW WAYS OF DOING
THINGS AND WITH THE HOPE YOU
COME UP WITH A DIFFERENT OUTCOME
AND A PROCESS THAT INVOLVES
SPECIFIC DATA AND DISCIPLINES
AND RECRUITING FOR THAT TO ONE
THAT WAS NOT AS PRE-DEFINED AS A
DEPARTMENT OF DISCIPLINE AND
TRUST FINDINGS AND HIRING AND
EMBRACING THIS CONCEPT OF
INCLUSIVE EXCELLENCE AND
RECRUITING IN A VERY DIFFERENT
WAY IS THAT INVOLVED OUR FACULTY
AND TRAINEES ACROSS MULTIPLE
DEPARTMENTS WHICH WASN'T JUST A
CHAIR ONLY EFFORT BUT A CROSS
EFFORT IMPORTANT FOR THE
COMMUNITY TO BE ENGAGED IN THIS.
THE COMMUNITY HAD A CLEAR
UNDERSTANDING OF WHAT WE WERE
TRYING TO ACCOMPLISH.
AS WE GO THROUGH THE PROCESS WE
END UP TAPPING DIFFERENT KINDS
OF NETWORK.
OFTEN TIMES PROCESSES AND
DR. BERNARD HAS TALKED ABOUT THE
TOOL KIT NIH HAS AVAILABLE
ONLINE.
AND WE'LL ALONGAL SCHOLARSHIP
AND TEACHING AND LOOKING FOR
EXCELLENCE SO THE CHAIRS CAME
TOGETHER AND REVIEWED ALL THIS
FIRST.
THE CHAIRS WERE ALSO JOINED BY
MYSELF, REPRESENTING THE
UNIVERSITY IN PARTNERSHIP AND
THE LEADERSHIP FROM THE OFFICE
OF CLINICAL AND ACADEMIC AFFAIRS
WERE BOTH INVOLVED.
DIVERSITY STATEMENT PUT FORWARD
AND STATEMENTS THAT WOULD
INDICATE IN WHICH THE PAST
ACTIONS AND GOALS AND PRACTICES
AND WHAT THEY WANTED TO DO IN
THE FUTURE WAS CONSISTENT WITH
THE COMMISSION OF OUR SCHOOL.
AS WE WENT THROUGH THIS PROCESS
THERE WERE OTHER ELEMENTS OF
UNCONSCIOUS BIAS TRAINING AND IT
WAS A PROCESS WITHIN AN INITIAL
REVIEW BY THE CHAIRS AND THEN
FROM THOSE CANDIDATES IT WENT ON
TO DEPARTMENT DEPENDING ON THE
AREA OF FOCUS ON THE APPLICANTS
AND ALL THE DEPARTMENTAL
COMMITTEES AND ALL THE FACULTY
RECEIVED UNCONSCIOUS BIAS
TRAINING.
YOU SEE WE HAD A SEARCH GOING
FORWARD FOR A CLUSTER HIRE OF
FOUR AT THE SOCIETY PROFESSOR
LEVEL AN REVIEWED BY ALL THE
CHAIRS AND THE OFFICE OF DICP
AND 30 APPLICANTS WERE SELECTED
FOR DEPARTMENTS AND THIS WAS
BASED ON AREA OF EXPERTISE OF
INTEREST OF THE APPLICANT
SOMETIMES REVIEWED BY MORE THAN
ONE DEPARTMENT AND WHERE IT
WOULD BENEFIT THE APPLICANT.
16 WERE INVITED.
WE WENT FROM A PROCESS OF 11%,
12% OF THE APPLICANTS,
APPLICATIONS GOING TO APPLICANTS
FROM THOSE AND 20% GOING ON TO
THE TALK AND LEADING THE
DEPARTMENT FACULTY AND
LEADERSHIP AND OTHERS ACROSS THE
COMMUNITY.
THOSE EIGHT, SIX TO DATE HAVE
BEEN ACCEPTED AND HOPEFULLY
THEY'LL ALL COME IN AND WE ARE
BUILDING BRIDGES ACROSS
DISCIPLINES AND DEPARTMENTS AND
ACROSS INSTITUTIONS WHERE SOME
OF THESE WERE SHARED HIRES WITH
THE MEDICAL SCHOOL AND ALSO
MAKING INTERNAL CONNECTIONS WITH
APPLICANT AND NOW NEW FACULTY
WITH OFFICES THAT EXIST WITHIN
THE INSTITUTION.
THE OFFICE OF FACULTY AFFAIRS
AND INCLUSION AND PARTNERSHIP.
AND THEY HAVE CONNECTS TO
RESOURCES AND INSTITUTIONS.
AND PART OF THIS IS THE PATHWAY
AND MAKE CONNECTIONS AND THERE'S
A DEAN POST-DOC FELLOW.
THE MULTIPLE POINTS FOR ENTRY
AND EXIT AND RE-ENTRY INTO THE
SYSTEM ALL THE HIRES EXPRESSED A
DEEP COMMITMENT TO EQUITY,
DIVERSITY AND INCLUSION,
ACCESSIBILITY AND DEEP
COMMITMENT TO STEM AND FINDING
IN THEIR INTERVIEW PROCESS
THINGS THEY WANTED TO WORK ON
AND AS THEY COME ON BOARD,
WORKING FROM THOSE SPACES.
RECOGNIZING THE MULTIPLE
IDENTITIES PEOPLE HAVE AND HOW
DO WE SUPPORT THEM IN THE
INTEREST AND SPONSORSHIP IS
CRITICALLY IMPORTANT AND MENTORS
AT MULTIPLE LEVELS.
DR. BRINTON TALKED ABOUT
LEADERSHIP AND ALSO PURE
MENTORSHIP AND ENGAGING OUR CORE
COMMUNITY.
THIS IS ABOUT CULTURE CHANGE
THERE'S A REPRESENTATION ACROSS
ALL OUR DEPARTMENTS BUT THE
POST-DOC ASSOCIATION IS INVOLVED
AND LEADERS AND SCIENTISTS AND
THE COMMUNITY IS INVOLVED IN THE
PROCESS AND SEEING A REAL
OPPORTUNITY TO CHANGE OUR
CULTURE.
HOW DO WE LEARN FROM THIS AND
CONTINUE TO MOVE FORWARD AND DO
BETTER.
THIS IS OUR FIRST CLUSTER HIRE
AT THE MEDICAL SCHOOL.
THERE'S STILL ONE INDIVIDUAL
OUTSTANDING.
IT'S TIED INTO OUR BETTER
TOGETHER PLAN BUILT ON THE IDEA
OF INCLUSIVE EXCELLENCE THIS
FOUNDATIONAL SUCCESS AND
EXCELLENCE WITHIN OUR
INSTITUTION.
WE WILL CONTINUE TO MONITOR AND
LOOK FORWARD MUCH HAS BEEN
LEARNED.
THANK YOU.
I'LL INTRODUCE DR. JULIAN
VASQUEZ HEILIG.
HE LEADS NEARLY 3,000 STUDENTS,
STAFF AND FACULTY AS THE DEAN OF
UNIVERSITY OF KENTUCKY COLLEGE
OF EDUCATION AND SERVES ON THE
EXECUTIVE COMMITTEE AND
EDUCATION CO-CHAIR OF THE
KENTUCKY NAACP.
I'M GOING TO TURN THE PODIUM
OVER TO YOU.
>> THANK YOU MARIE AND FOR THE
CONVERSATION LAYING HOW YOU'VE
GONE ABOUT THE CLUSTER HIRE.
WHAT WE'LL DO IS ADD A PERSONAL
SIDE TO THE WORK AND TALK ABOUT
SOME OF THE WORK WE'VE DONE AT
THE UNIVERSITY OF KENTUCKY.
FEEL FREE TO REACH OUT TO ME ON
TWITTER IF YOU HAVE QUESTIONS
AFTER THIS TALK.
I WANT TO QUICKLY ACKNOWLEDGE
THE LAND IN WHICH I LIVE I WORK
ON.
I THINK THE BIG CHALLENGE WE
HAVE AND THE ELEPHANT IN THE
ROOM BEHIND THESE CONVERSATIONS
IS WE HAVE HAD MINIMAL CHANGE IN
THE DIVERSITY AND FACULTY.
WE LOOKED AT THIS IN THE
HISPANIC JOURNAL OF LAW AND
POLICY LOOKING AT DATA THERE'S
BEEN VERY LITTLE PROGRESS
ESPECIALLY IN RESEARCH
INSTITUTIONS IN FACULTY AND
DIVERSITY.
IF THE TIME PERIOD WE EXAMINED
IN THE ARTICLE WE ACTUALLY SAW A
DECREASE IN FACULTY DIVERSITY.
ON WE ONE HAND WE HAVE LEADERS
AND DEANS AND DEPARTMENT CHAIRS
TALKING ABOUT HOW IMPORTANT THIS
WORK IS TO US BUT WHEN YOU DIG
INTO THE DATA MANY INSTITUTIONS
ARE ACTUALLY THIS IS MORE PROB
PROB -- PROBLEMATIC THAN EVEN 10
YEARS AGO.
I WANT TO GIVE CREDIT TO ONE OF
OUR FACULTY MEMBERS.
SHE'S A LATINA WE HIRED FROM LOS
ANGELES AND TALKED ABOUT IT AS
HOMIE HIRES TO GIVE HER CREDIT
FOR THAT.
THE WAY WE TRY TO DO THIS WORK
AND WE'RE A COLLEGE OF EDUCATION
AND I'M GOING TO BE FRANK WITH
YOU, COLLEGES OF EDUCATION ARE
NOT AS WELL RESOURCED AS SOME
OTHER UNITS ON CAMPUS.
I THINK THAT'S A PRETTY WELL
KNOWN FACT.
AND WHEN WE DO THIS WORK WE
CAN'T DO IT AT ONCE.
OUR STRATEGY HAS BEEN TO HIRE
JUNIOR FACULTY AND UNIQUELY HIRE
A MORE SENIOR FACULTY MEMBER AS
THE PART OF THAT CLUSTER IN THAT
DEPARTMENT.
AND I ASKED HOW SHE THINKS IT
SUPPORTS AND SHE SAID IT CREATES
MORE COMMUNITY OF SUPPORT IN
COLLEGES AND DEPARTMENTS WHERE
THERE'S HISTORICALLY BEEN A LACK
OF DIVERSITY.
I ASKED THE OTHER FOLKS WERE YOU
HIRED IN A FACULTY CLUSTER AND
IT TURNS OUT FROM THE FOLKS ON
OUR CALL I WAS THE ONLY FACULTY
MEMBER THAT HAD BEEN HIRED AN
FACULTY CLUSTER.
THIS IS A PICTURE FROM MID 2000s
AND THIS SO WHO I WAS HIRED WITH
AT THE UNIVERSITY OF TEXAS IN A
CLUSTER.
ONE IS NOW AN SOCIETY DEAN AND
UT AUSTIN AND NOW A DEPARTMENT
CHAIR AND I'M HERE AT KENTUCKY.
THIS IS OUR FACULTY CLUSTER.
THIS IS REAL WORK AND I HAVE TO
GIVE THE UNIVERSITY OF TEXAS AND
AT THE TIME GRES VINCENT AND THE
DEAN THE CREDIT FOR DOING THIS
WORK 15 YEARS AGO.
I PROBABLY WOULD NOT BE SINTH
THIS DEAN CHAIR IF THIS NOT HAD
HAPPENED.
I WANT TO TALK ABOUT WHAT THIS
MEANT FOR ME IN MY OWN PERSONAL
CAREER.
MY OWN ACADEMIC CAREER IN THE
ACADEMY.
THIS DROVE PROFESSIONAL
DEVELOPMENT.
HAVING COVERINGS WITHIN THE
CLUSTER AND FACULTY AND
UNDERSTOOD WHAT PROFESSIONAL
DEVELOPMENT WE NEEDED TO BE
SUCCESSFUL AND ALOUD -- ALLOWED
US TO SET GOALS AND WE WERE EVEN
NEIGHBORS AND WE CAN TALK ABOUT
TENURE APPROACHING AND THINGS WE
THOUGHT WERE CHALLENGING AND
THAT CREATED COLLABORATIVE
ACCOUNTABILITY AND WE KNEW WHEN
OUR TENURE CLOCK WAS GOING TO
END AND WHAT KIND OF PACE WE
NEEDED TO SET TO GET TENURE LIKE
AT UT AUSTIN AND THOSE WERE
CONVERSATION WE REGULARLY HAD
WITH EACH OTHER IN SAFE SPACES.
IT ALSO ALLOWED US TO NETWORK
AND LEAD.
MY NETWORK WAS ON THE WEST COAST
AND DR. GREG'S NETWORK WAS ON
THE EAST COAST AND IT CREATED
OPPORTUNITIES FOR US TO WRITE,
PRESENT.
THAT NETWORK WAS KEY TO
OPPORTUNITIES TO CREATE
SCHOLARSHIP AND ADDRESSES
ISOLATION.
WHEN THERE WAS AN ISSUE I COULD
CALL A BUDDY, A FRIEND.
NOT ONLY A COLLEAGUE BUT ALSO A
FRIEND.
THEN THE SOCIAL CAMARADERIE.
IN THOSE DAYS WE HAD KIDS AT THE
SAME TIME.
WE HAD THE SAME ISSUES AND GOING
TO THE PARK AND THOSE THINGS.
THIS IS REAL LIVED EXPERIENCE
AND ONE OF OUR FACULTY MEMBERS
CALLED HOMIE HIRES.
AS LEADERS WHAT IS OUR
RESPONSIBILITY.
WE CAN HIRE THEM BUT WHAT IF
THEY COME TO US AND DON'T WANT
TO STAY?
HOW DO WE ATTRACT CLUSTER HIRES
TO OUR UNIVERSITY IN THE FIRST
PLACE?
AS A LEADER IT'S IMPORTANT TO DO
THE WORK BEING EQUITABLE AND
TRANSPARENT.
WE NEED TO HAVE THE ABILITY TO
LEAD AND INFLUENCE RATHER THAN
EXUDING HIERARCHICAL AUTHORITY.
THAT'S THE TYPE OF LEADERSHIP
THAT ATTRACTS CLUSTERS.
I'M ALSO A FORD FELLOW AND
INSTITUTIONS HAVE REPUTATIONS IN
COMMUNITIES OF COLOR AND PEOPLE
WITHIN DIFFERENT FIELD HAVE
CONVERSATIONS ABOUT WHAT IT'S
LIKE TO BE AT YOUR INSTITUTION.
SO YOU WANT YOUR INSTITUTION TO
HAVE A STRONG REPUTATION IN THE
COMMUNITY OF COLOR AND SCHOLARS
OF COLOR ACROSS THE U.S.
WE ALSO WANT TO BE ABLE TO PITCH
TO FACULTY WHY IT WOULD BE
ATTRACTIVE TO COME TO OUR
INSTITUTION.
WE WANT TO BE ABLE TO SHOW
THERE'S ACTION BEHIND OUR WORDS.
THAT'S WHAT FACULTY OF COLOR IS
CONCERNED ABOUT.
THERE'S SO MUCH CONVERSATION
ABOUT DIVERSITY.
WE HAVE STATEMENTS WITH
DIFFERENT EVENTS BUT WE OFTEN
FEEL LIKE THERE'S SO LITTLE
ACTION.
ONE THING WE TRY TO DO IS PITCH
WHAT'S HAPPENING IN OUR COLLEGE
WE THINK THEY MIGHT WANT TO BE
INVOLVED IN.
ONE INITIATIVE WE OFTEN TALK
ABOUT WITH FACULTY OF COLOR WHEN
WE'RE RECRUITING THEM IS WE HAVE
THE NAACP CIVIL RIGHTS
INITIATIVE.
IT'S THE FIRST TIME THEY'VE PART
PARTNERED WITH A HIGHER
EDUCATION INSTITUTION AND I
WON'T TALK ABOUT THE DIFFERENT
ASPECTS BUT IT'S ONE THING WE'RE
PITCHING.
WE HAVE A COUPLE OTHER IDEAS
WE'RE PITCHING TO FACULTY OF
COLOR, HIGH-LEVEL FOLKS, FULL
PROFESSORS TO BRING THEM TO
CAMPUS.
WE HAVE TO GIVE THEM A REASON TO
WANT TO COME TO KENTUCKY.
THE BOTTOM LINE IS STRATEGY
WITHOUT COURAGE DOESN'T BRING
RESULTS AND CONCRETE ACTION
STEPS AND WE NAMED THE DEAN OF
DIVERSITY UNTIL 2020.
IN 2020 WE HIRE ONE-THIRD
AFRICAN AMERICAN FACULTY AND A
2021, 40% WERE AFRICAN AMERICAN
AND 80% WERE FACULTY OF COLOR
AND WE HAVE A LONG WAY TO GO.
WE DECREASED OUR DIVERSITY BY 5%
AND THE PRESIDENT ASKED ME TO
SERVE ON THE STRATEGIC PLANNING
COMMITTEE ON THE DIVERSITY
PORTION OF THAT WORK.
YOUR WORDS HAVE TO MEET YOUR
ACTIONS AND THAT'S WHY YOU SEE
THE RESULTS.
CREATING A SAVE SPACE FOR
FACULTY TO THRIVE.
DO WE FAIL AT THAT SOMETIMES?
WE DO BUT THE FACULTY KNOW THE
LEADERSHIP OF THE COLLEGE WILL
TRY TO UNITE US IN THE COMMON
CAUSE AND STRENGTHEN COMMUNITIES
ACROSS THE COMMONWEALTH AND WE
ARE COMMITTED TO DO THE
TRANSFORMATIVE WORK TO HELP THEM
THRIVE AND COMMITTED TO RESULTS.
>> THANK YOU.
THAT'S HELPFUL TO HAVE HEARD.
I AM GOING TO TRANSITION
IMMEDIATELY TO DR. STEVEN LANIER
THE VICE PRESIDENT FOR RESEARCH
AT WAYNE STATE UNIVERSITY AT
DETROIT, MICHIGAN AND RECRUITED
TO THIS POSITION IN 2014
FOLLOWING A SEVEN-YEAR TENURE AS
AN ASSOCIATE PROVOST AT THE
MEDICAL UNIVERSITY OF SOUTH
CAROLINA IN CHARLESTON.
DR. LANIER.
>> I WANTED TO SHARE OUR
EXPERIENCE BUILDING ON THE
DECEMBER 8 CONFERENCE IT WILL
TALK ABOUT CONTEXT AND CONTEXT
AND TIMING AND IMPLEMENTATION
AND OUTCOME TO DATE.
IT'S AROUND OUR GOAL TO NURTURE
A BROAD EO SYSTEM FOR CREATIVITY
AND KNOWLEDGE APPLICATION BY
LEVERAGING OUR ACADEMIC
STRENGTHS, COMMUNITY ENGAGEMENT
MISSION AND URBAN LOCATION.
EMBEDDED IN OUR STRATEGIC PLAN
FROM THAT TIME.
PRESIDENT ROY WILSON JUST CAME
ON AS PRESIDENT IN 2013 OF THE
UNIVERSITY AND THE BIG
UNIVERSITY IN THE MIDDLE OF A
GREAT CITY FACED 50 YEARS OF
CHALLENGES IN SOCIAL DYNAMICS
THAT IMPACTED SUB SETS OF THE
POPULATION BUT A STRONG SENSE OF
OPTIMISM GOING FORWARD AND HOW
THE CITY MAY PARTNER WITH THE
UNIVERSITY TO PIVOT FORWARD.
AND THE UNIVERSITY WAS NOT
REALLY REALIZING ITS POTENTIAL
FOR COMPETING WITH BROADER
GRANTS AND INITIATIVES THAT
INVOLVED COMPONENT.
THE IDEA WAS TO FOCUS ON THE
DEVELOPMENT MUCH INITIATIVES FOR
RESEARCH AND DEVELOPMENT THAT
WOU
WOULD
WOULD, A, ALIGN WITH THE MISSION
AND THE THEMATIC AREAS OF FOCUS
WOULD BE OF RELEVANCE TO THE
COMMUNITIES SERVED AND THEY
WOULD LEVERAGE STRENGTHS ACROSS
DEPARTMENT AND PROGRAMS IN
DIFFERENT COLLEGES AND SCHOOLS
AND WITHIN THE COMMUNITY
PROVIDING A PLATFORM FOR PROGRAM
GRANT DEVELOPMENT AND RESEARCH
AND EDUCATIONAL GROWTH GOING
FORWARD.
A NEW RESEARCH FACILITY AND OPEN
LAB WAS RE-INTEGRATED AND SIX
THEMATIC AREAS WERE IDENTIFIED
AT THE FIRST STAGE AND ALL OF
WHICH INVOLVED FACULTY,
RECRUITMENT, EDUCATIONAL
TRAINING PROGRAMS AND KEY
PARTNERSHIPS IN A COMMUNITY.
TWO EXAMPLES OF THIS CONCEPT ARE
ILLUSTRATED HERE WHERE YOU HAVE
DIFFERENT FOCUS AREAS UNDER AN
UMBRELLA HITTING, IF YOU WILL,
IF YOU FOCUS TO THE LEVEL,
TRANSLATIONAL SCIENCES AND URBAN
HEALTH WITH DIFFERENT THRUST OR
THEMATIC AREAS AND THE IDEA
BEING EACH OF THESE TARGET AREAS
WOULD INVOLVE FOLKS FROM
DIFFERENT DEPARTMENTS, SCHOOLS
AND COLLEGES AND DIFFERENT AREAS
OF EXPERIENCE AND DIFFERENT
AREAS OF EXPERTISE THAT WOULD
ASSEMBLE AROUND THE CHALLENGE
AND EACH TARGET AREA WOULD
INCLUDE A DISCOVERY COMPONENT
AND COMMUNITY ANCHOR BY VIRTUE
OF WHERE WE ARE IN THE MISSION,
TRANSLATIONAL COMPONENT AND
IDEALLY AN IMPLEMENTATION
SCIENCES COMPONENT TO ENGAGE
FOR.
YOU CAN SEE THERE ARE ENABLING
PLATFORMS OR THEMES THAT CUT
ACROSS EACH OF THOSE AREAS
PROVIDING INTERTHEME
CONNECTIVITY AS WELL.
I'LL TALK WITH THE OUTCOMES,
LOGISTICS AND THE JOURNEY.
AND WE STARTED IN THE BIO
SCIENCES IN 2016 THE FIRST TOPIC
AREAS, INFORMATION SCIENCE AREAS
LAUNCHED IN 2018 AND SOCIAL
BEHAVIORAL DETERMINATES OF
HEALTH IN 2020 THROUGH THE
PROVOST'S OFFICE AND IN 2016 WE
ANNOUNCED PLANS TO RECRUIT UP TO
30 FACULTY AS PART OF THE
INTEGRATIVE BIO SCIENCES
INITIATIVE.
AND ADVERTISEMENT IN JOURNALS
AND ALSO IN ALL THE DIFFERENT
RECRUITING PLATFORMS WE COULD
ACCESS.
THIS BECAME IMPORTANT FOR
DEVELOPMENT IN LEADERSHIP
UNANTICIPATED.
I CAN IMAGINE THE PROCESS
CHANGES ALONG THE WAY.
THERE WAS NO MECHANISM FOR
APPROVAL AND WE WEREN'T
TYPICALLY ONE POSITION, ONE
DEPARTMENT, ONE HIRE.
AND THERE WASN'T A MECHANISM OF
SEARCHING FOR DEPARTMENTS NOT
DEFINED AND WE NEEDED TO REDO
LETTERS OF TEMPLATE GOING
FORWARD.
WE HAD A COMMITTEE THAT HAD A
DREAM OF SOCIAL WORK AND
RESEARCH AND MEDICINE AND I
CHAIRED THAT GROUP AND WE
STARTED EVALUATING APPLICATIONS
AND THE IDEA BEING THROUGH THIS
DIVERSE GROUP WE HAD ASSEMBLED
WE WOULD HAVE TOUCH POINTS
ACROSS CAMPUS WHERE THERE WAS
INTEREST FOR DEVELOPMENT AND
HIRING GOING FORWARD.
IT EVOLVE OVER TIME AND INVOLVES
RECRUITMENT COMMITTEES WITHIN
THE DEPARTMENT.
I HAD CHAIRS AND RECRUITMENT
COMMITTEES THAT COULD PUT FORTH
CANDIDATES GOING FORWARD AND
REMAINED NIMBLE BUT GAINED
STRUCTURE AS WE MATURED.
ONE THING I WAS STRUCK BY IN THE
PROCESS WAS THE EXCITEMENT OF
THE FOLKS INVOLVED.
AND THERE WERE MULTIPLE TOUCH
POINTS CROSS THE UNIVERSITY.
TODAY WE RECRUITED 39 FACULTY,
SIX PROFESSORS, NINE ASSOCIATE
AND 24 ASSISTANTS.
AND IT INVOLVED 20 FEMALE AND 19
MALE AND 20% OF RECRUITS WERE
FROM SEGMENT OF THE POPULATION
UNDER REPRESENTED IN THE
SCIENCES.
WE HAD GROWTH IN THE CAREER PATH
AND THERE'S 11 DEPARTMENTS AND
THREE CENTER INSTITUTES WITH
DIFFERENT RECRUITS.
FOR THE INFORMATION SCIENCES
THERE WERE 10 RECRUITS AND 10
DIFFERENT DEPARTMENTS SIX
DIFFERENT SCHOOLS, COLLEGES
INVOLVED.
THE SOCIAL AND BEHAVIORAL
DETERMINATES INVOLVED THERE WERE
SIX SCHOOLS AND DEPARTMENTS.
A LOT OF CHANGE DURING THIS
JOURNEY.
AND I'D LIKE TO COMMENT ON A
COUPLE POINTS WE SAW COME OUT OF
THIS.
FIRST IT'S NOT AGE OVERNIGHT
PHENOMENON.
IT'S A LONG JOURNEY TO MAKE
CHANGES IN THIS DIRECTION AND IN
THE ONLY THE CULTURE CHANGE BUT
A SIGNIFICANT CHANGE IN
PROCESSES.
SECOND IS THE OPENING OF DOORS
FROM LEADERS FOR DIVERSE
BACKGROUNDS AND THOSE THAT MAY
BE UNDER REPRESENTED IN
LEADERSHIP ROLES THAT WOULD HAVE
OTHERWISE NOT OCCURRED.
THIS WAS NOT A CONVENTIONAL
PATHWAY FOR HIRING NOT ENCUMBER
ENCUMBERED FOR LEGACY PROCESSES
AND COULD BE TARGETED FOR
RECRUITMENT GOING FORWARD.
>> AND NOW WE HAVE OPPORTUNITY
FOR OUR REACTANT, DAVID ACOSTA.
WE SAID THIS WON'T BE TOUGH, YOU
JUST HAVE TO REACT TO THINGS AND
THERE'S SO MUCH INFORMATION
MAYBE WE DIDN'T DO YOU A FAVOR.
HE'S A FAMILY MEDICINE PHYSICIAN
HE PROVIDES STRATEGIC VISION AND
LEADERSHIP TO AAMCs DIVERSITY
AND INCLUSION INITIATIVE AND
LEADS THE EQUITY, DIVERSITY AND
INCLUSION DEPARTMENT.
>> IT'S GREAT TO BE HERE WITH AN
ESTEEMED PANEL.
I'M IMPRESSED WITH THE WORK
GOING ON ACROSS THE COUNTRY AND
INSTITUTIONS.
I'D LIKE TO THANK SPEAKERS FOR
THEIR EXCELLENT PRESENTATIONS
AND THE IMPORTANT KEYS TO
SUCCESS THAT THAT'S HOW WE'LL
RESPOND IN THE SENSE OF
SUMMARIZING THAT FOR OUR
AUDIENCE TO BRING THAT TO LIGHT
AND MANY THINGS WE MENTIONED ARE
VALIDATED IN OUR LITERACY ABOUT
COHORT HIRING.
LEADERSHIP DOES MATTER AND
IDENTIFYING THE FACULTY ALLIES
WITHIN OUR INSTITUTIONS THAT ARE
ALLIES FOR DEI AND KNOWN
CHAMPIONS FOR ENHANCEMENT AND
DIVERSE FACULTY WORKFORCE AND
SOME KNOWN REGIONALLY AND
NATIONALLY FOR THEIR WORK AND
ESPECIALLY THOSE FOUND IN
LEADERSHIP POSITION.
DR. REEDE EMPHASIZES IT'S
IMPORTANT TO ENGAGE THE FULL
SPECTRUM OF LEADERSHIP NOT ONLY
WITHIN YOUR OWN COLLEGE BUT
ACROSS ALL COLLEGES AND TAKE
ADVANTAGE OF THAT AS WELL.
IT'S INCLUDING PEOPLE AND THE
DEAN AND DEPEND CHAIRS AND
DEAN'S OFFICES AND OTHER
LEADERSHIP THAT COMES FROM OTHER
DEPARTMENTS AND ON: --
ONCOLOGISTS AND LEVERAGING THOSE
WHO ARE THE CHAMPIONS AND GET
THEM INVOLVED EARLY IN THE
PROCESS TO FUNCTION AS AN
INFLUENCER ACROSS THE WHOLE
INSTITUTION WITHIN THE FEDERAL
DEPARTMENTS AS WELL.
THE SECOND KEY THING THAT CAME
UP PRETTY CLEAR IS
INTENTIONALITY AND HOW IMPORTANT
THAT IS.
INTENTIONALITY BY LEADERSHIP IS
KEY.
I LOVE THE VALUE DREXEL
UNIVERSITY PUBLISHED AND PUT ON
BECAUSE THEY MENTIONED OFF THE
BAT, WE'RE DIVERSE BY INTENT.
THEY ADOPTED THIS MOTION THAT
DIVERSITY MUST A COMPASS WIDE IM
IMPERATIVE AND IT'S IMPORTANT TO
MAKE THEM EXPLICIT AND
ARTICULATE AND IT'S IMPORTANT TO
DELINEATE THE COMMON GOALS AND
VALUES AND MAKE IT TRANSPARENT
AND CLEAR.
EQUALLY THE SPEAKERS TALKED
ABOUT AND CREATE THE
INFRASTRUCTURE AND THAT INCLUDES
DESIGNATING INDIVIDUALS WHO ARE
COORDINATED EVENTS FOR THE
INTERDISCIPLINARY
COLLABORATIONS, DESIGNATING A
PARTICULAR FACULTY MEMBER WHO IS
A CHAMPION ORR ALLY AND SPECIAL
EQUITY IS NEEDED TO FACULTY AND
MAKE SURE THERE'S SPACES OUTSIDE
OF THEIR OWN DEPARTMENT THAT ARE
BASICALLY NEUTRAL AND ONES IN
WHICH THEY FEEL SAFE AND THERE'S
CIVILITY BEING PRACTICED AND CAN
FEEL AUTHENTIC AND BRING THEIR
FULL IDENTITIES TO THE TABLE SO
INTENTION BY DESIGN IS SOMETHING
THAT CAME UP THAT WAS IMPORTANT.
I LOVED DEAN VASQUEZ HIGHLIGHTS
HIS OWN DEMONSTRATED EXPERIENCE
SOMEBODY HIRED BY COHORT AND NOW
HAS THE INTENT TO MAKE
UNIVERSITY OF KENTUCKY RISE TO
THE OCCASION.
THIS IS ABOUT DISRUPTING THE
STATUS QUO AND THIS IS ABOUT
GOING BEYOND THE TRADITIONAL
NETWORKS THAT WE USE FOR
RECRUITMENT AND HOW DO WE
RE-IMAGINE THE SEARCH PROCESS AS
DEAN REEDE BROUGHT UP AS WELL.
AND CONTINUE TO SUCCEED.
I LOVE THE ONE PHRASE I'M GOING
TO TAKEAWAY IS THE ONE DEAN
VASQUEZ HIGHLIGHTS HE SAYS GIVE
THEM A REASON FOR WANTING TO
COME HERE.
THAT WAS SO CRITICAL ESPECIALLY
WHEN TALK ABOUT THE
COLLABORATION WITH NAACP AND AS
THEY WHAT THE THEMATIC
CONCLUSI
AND THERE'S AN ADDITIONAL PIECE
AND THERE'S ANOTHER IDENTITY
THEY HAVE IS RELATED TO SOME OF
THESE PARTICULAR THINGS SWELL
AND THEY REQUIRE MULTIPLE
PERSPECTIVES AT THE TABLE AND
CREATING INITIATIVES THAT CUT
ACROSS RESEARCH AND COMMUNITY
ANCHORS AND INVOLVE THE
INTEGRATION ACROSS SCHOOLS AND
INSTITUTIONS.
U.C. BERKELEY HAVE SOMETHING
THEY CALLED CREATIVE
INTELLECTUAL CLUSTERS THAT
FUNCTION AS AN ATTRACTIVE
RECRUITMENT TOOL LIKE DEAN
VASQUEZ HIGHLIGHTED.
ONE THAT CAUGHT MY EYE BECAUSE
IT WAS MY INTEREST AS WELL IS
ONE OF THEIR THEMES IS CLIMATE
EQUITY AND ENVIRONMENTAL JUSTICE
AND THE WHOLE INITIATIVE IS TO
STUDY CLIMATE CHANGE ISSUES THAT
DISPROPORTIONATELY AFFECT
MARGINALIZED GROUP AND THE
PANDEMIC HAS SHOWN MARGINALIZED
GROUPS HAVE A GREAT BURDEN OF
SUFFERING SINCE THE PANDEMIC AS
WELL.
AND THE CLUSTERING HIRING
DOESN'T STOP.
IT'S AN ONGOING JOURNEY
EMPHASIZED BY OUR SPEAKERS THAT
PAYING ATTENTION TO CULTURE AND
CLIMATE IS REALLY A CRITICAL
SPACE FOR THAT WORKFORCE
ENVIRONMENT TO ENSURE SUCCESS
AND ATTRITION.
IT ALSO INCLUDES THE VISION AND
WHAT WE MEAN BY INCLUSION
EXCELLENCE AND BEING EQUITY MIND
OR EQUITY ADVANCING AS WELL IT'S
ABOUT RECOGNIZING THE IMPORTANCE
OF AUTHENTICITY AND CAN I BRING
MY IDENTITY AND IT WILL GIVE
THE BEST DECISION MAKING AND
INNOVATION THEY CAN TO ENSURE
WE'RE CREATING AN ENVIRONMENT
THAT EMBRACE THE CONCEPTS AND IS
A SAFE PLACE FOR PEOPLE TO BRING
THEIR FULL SELF TO THAT TABLE
AND NOT HAVE THE FEAR OF
JUDGMENT OR FEAR OF RETRIBUTION
THAT COMES TO THAT AS WELL AND
WHAT COMES WITH INCLUSION
EXCELLENCE IS THE NOTION
ALIGNMENT WITH CORE MISSION AND
COMMUNITY VALUES AT THE
INSTITUTION IS REALLY IMPORTANT
BECAUSE IT IS IMPORTANT TO
FACULTY OF COLOR.
WHEN THEY START LOOKING AT YOUR
INSTITUTION, YOU'LL HAVE TO HAVE
BOLD STATEMENTS OUT THERE AND I
LIKE THE ONE BY DEAN REEDE THAT
SAYS WE SEEK DIVERSITY AND
PROMOTE EQUITY AND SOCIAL
JUSTICE AND DEAN VASQUEZ SAID
IT'S BUILT ON RESPECT FOR ALL
PEOPLE AND AND A COMMON CAUSE TO
DO TRANSFORMATIVE WORK THAT
HELPS THEM THRIVE.
THOSE TYPES OF STATEMENTS ARE
GOING TO RESONATE WITH WHO WE'RE
TRYING TO ATTRACT AND RECRUIT
AND RETAIN AS WELL.
FOR FACULTY OF COLOR
RELATIONSHIP BUILDING AND
IMPORTANCE OF CULTURE IDENTITY
IS OFTEN LOST IN THE SCHEME OF
THINGS.
IT'S IMPORTANT FOR THOSE
PARTICIPATING IN TODAY'S
WEBINAR, TO THE IMPORTANT PIECE
ABOUT THIS IS ALWAYS REMEMBER
ABOUT THE RELATIONSHIP BUILDING
BECAUSE THAT'S GOING TO
BASICALLY BUILD THE PATHWAYS AND
CONNECTION TO BRING HOME AND
THIS MAY BE ACROSS DEPARTMENTS
OR EVEN ACROSS THE INSTITUTION
ITSELF, BUILD THE BRIDGES AND
MAKE IT EASY FOR OUR EARLY
CAREER FACULTY WHO ARE GOING TO
BE BUSY ENOUGH BUT IT'S
IMPORTANT TO HAVE THE
INFRASTRUCTURE IN PLACE TO PAVE
THAT WAY AND LAST BUT NOT LEAST
THE PIECE ABOUT RELATIONSHIP
BUILDING IS ENSURING THERE'S
COMMUNITY NETWORKING THAT
NORMALLY THIS WILL BRING AS SAID
ONE OF THE NICE THINGS ABOUT
COHORT HIRES IS THERE'S AN
INSTANT COMMUNED -- INSTANT
COMMUNITY AND SENIOR FACULTY
BEING INVOLVED FROM THE GET GO
AND NOT ONLY BEING MENTORS BUT
SPONSORS IS CRITICAL AND THE
LAST THING I'LL SAY ABOUT THIS
IS AGAIN THIS TALKS ABOUT
RE-ENVISIONING AND REACH OUT
EXTERNAL TO THE INSTITUTION AND
THERE'S THINGS OUT THERE BUILT
AND I THINK ABOUT THE EARLY
CAREER WOMEN'S SUMMIT THAT
PROVIDES NETWORKING THAT CAN BE
A SUPPLEMENT TO WHAT YOU'RE
ALREADY DOING.
WITH THAT, I THANK OUR SPEAKERS,
MARIE THANK YOU FOR THE ABILITY
TO COMMENT ON TODAY.
>> I COULDN'T ASK FOR A BETTER
REACTANT AND PANEL.
I'LL ASK EVERYONE TO TURN THEIR
CAMERAS ON NOW BECAUSE WE HAVE
QUESTION
QUESTIONS I'LL CALL YOU BY YOUR
FIRST NAME GOING FORWARD.
WE'LL GET STARTED WITH THE
QUESTIONS AND THERE'S ONE ROUND
ROBIN SPECIFIC TO JOAN.
LET'S GO GENERAL QUESTIONS
FIRST.
FIRST QUESTION, HOW CAN COHORT
HIRING BEST BE IMPLEMENTED
ACROSS THE UNIVERSITY SUCH AS
DIFFERENT DISCIPLINES OR SCHOOLS
WITHOUT HAVING ONE OR TWO
RECRUITED FACULTY IN EACH OF THE
AREAS.
SHOULD COHORT HIRING OR SHOULD
CLUSTER HIRING HAPPEN WITHIN ONE
SPECIFIC FIELD LIKE NEUROSCIENCE
OR CANCER RESEARCH SO THEY'RE
NOT ISOLATED WITHIN THEIR HOME
DEPARTMENT?
AND STEVE, I'LL ASK YOU TO START
BECAUSE I THINK YOU BEGAN
ADDRESSING THIS AND WE CAN GO
AROUND FOR OTHER PERSPECTIVES AS
WELL.
I THINK YOU NEED A COMMUNITY.
IT ALLOWS PEOPLE TO COME
TOGETHER SO I THINK A THEMATIC
ANCHOR COULD BE POWERFUL IN
PROVIDE SENSE OF COMMUNITY THAT
TOUCHES ON SOME OF THE THINGS
DR. ACOSTA MENTIONED WERE
IMPORTANT AND ANOTHER THING IS
REC
WE RECRUITED IN DIFFERENT RANK
PROFESSOR, ASSOCIATE PROFESSOR
SO PEOPLE WHEN COME INTO THE
COMMUNITY THEY HAVE PEER MENTORS
AS WELL AS MORE SENIOR MENTORS
PROVIDING A TEXTURE OF MENTORING
GOING FORWARD.
I THINK AS THE GREAT VALUE IN
FOCUSSING ON A THEME.
>> JOAN, WOULD YOU LIKE IT ADD
TO THAT?
>> I AGREE WITH THE IMPORTANCE
AND THE VALUE THAT CAN COME WITH
THE THEMATIC RECRUIT.
SOME DEPENDS ON THE SIZE OF THE
DEPARTMENT YOU'RE RECRUTING AND
SLOTS AVAILABLE.
AND BEING VERY INTENTIONAL AND
DELIBERATE SO NAR NOT SEARCHING
FOR THAT ON THEIR OWN BUT IT'S
FOSTERED BY THE INSTITUTION AND
WE HAVE TOOLS TO HELP THEM
CONNECT AND SOME ENTAILS PICKING
UP THE PHONE OR E-MAILING TO
MAKE CONNECTIONS WITH
INDIVIDUALS AND FINDING SPACES
FOR THEM TO COME TOGETHER I
FOUND IT FASCINATING THE WAYS IN
WHICH ACROSS OUR INSTITUTIONS WE
OFTEN TALK ABOUT INADEQUACIES
AND THE LACK OF NUMBERS BUT THEY
DON'T KNOW THE OTHER PERSON'S
THERE AND HOW DO YOU BUILD THAT
SPACE WHERE SOMEONE SAYS I
DIDN'T KNOW THERE WAS SOMEONE
DOWN THE HALL OR THE NEXT FLOOR.
I FOUND THAT EXTREMELY POWERFUL
FOR THE FACULTY AND IF YOU START
TO THINK ABOUT FAMILY.
>> I DON'T THINK THOUGHT ABOUT
THE BUDGET.
NOT ONE TIME.
FIRST I WANT TO SAY TO MY
COLLEAGUES I THINK WE HAVE TO
PAY FOR THE HIRES AND MY MOTHER
ALWAYS SAID SHOW ME HOW YOU
SPEND YOUR MONEY AND I'LL SHOW
YOU WHERE YOUR PRIORITIES ARE.
I THINK INSTITUTIONS ARE VERY
DIFFERENT FROM EACH OTHER.
COLLEGES ARE ALSO VERY DIFFERENT
FROM EACH OTHER THE DEANS MAY
THINK OF HOW TO PLAY FOR A
CLUSTER HIRE OF FOLKS WHEN I HAD
A $2-4 MILLION CUT LAST YEAR.
I THINK THE INSTITUTION HAS TO
COME TO THE TABLE TO HELP THIS
WORK GO BECAUSE NOT EVERY
COLLEGE HAS THE RESOURCES TO DO
THIS WORK IN COLLABORATION WITH
OTHER CAMPUSES.
I WANT TO STRESS THE COMMITMENT
OF THE PRESIDENT AND THE PROVOST
AND THE DEANS ARE TO THIS KIND
OF WORK BECAUSE IT'S FRANKLY
VERY COSTLY.
YOU HIRE THREE FACULTY THAT CAN
COST HALF A MILLION DOLLARS.
I THINK WE HAVE TO EMPHASIZE THE
FACT THAT THERE HAS TO BE
COMMUNICATION WITH THE LEADERS
OF THESE INSTITUTIONS TO SUPPORT
THIS WORK GENEROUSLY AND
FINANCIALLY.
>> THANK YOU.
>> DO YOU WANT TO MAKE
ADDITIONAL COMMENTS.
>> I'LL PIGGY BACK TO WHAT
JULIAN SAID LOOK AT THE
EXPERIENCES FROM DIFFERENT
INSTITUTIONS AND SAYING WE'RE
ALL DIFFERENT.
THERE'S AT LEAST THREE DIFFERENT
MO
MODELS OF FINANCE.
THE FIRST QUESTION THAT COMES UP
IS HOW ARE WE GOING PAY FOR IT?
THAT'S ONE WAY TO MUFFLE A
CONVERSATION, RIGHT.
AT U.C. DAVIS WE HAD AN ADVANCED
GRANT FROM NSF AND WE WERE ABLE
TO FOCUS BECAUSE OF THE
DEMOGRAPHICS OF CALIFORNIA WE
WERE INTERESTED IN RECRUITING
OUR TOP LATINA SCIENCES IN STEM
BECAUSE IT WAS A HUGE A POSPAUCIT POSIPOSI POSIPOSIT --
PAUCITY AT U.C. DAVIS AND THEY
MADE A COMMITMENT TO MATCH
FUNDING FROM THAT GRANT AND DO A
SHARE ACROSS MODEL AND THE SWEET
PART IS YES IT WAS AN INVESTMENT
OF ABOUT $3 MILLION UP FRONT AND
IT OPENED UP DOORS AND WE BEGAN
TO THINK ABOUT THE INCENTIVES OF
WHY THE WORK IS IMPORTANT AND
WHAT'S THE RETURN ON THE
INVESTMENT ONCE WE TURN IT
AROUND.
I LEFT IN 2017 PART OF THEIR
EXTERNAL ADVISORY COMMITTEE THAT
STARTED IN 2012 AND TO MY
EXCITEMENT FOUND THEY HAVE NOW
HIRED 32 LATINA STEM FACULTY
ACROSS THE HEALTH SCIENCES WHICH
IS AMAZING WHEN WE STARTED WITH
PRETTY MUCH ZERO AT THAT POINT.
BEING INNOVATIVE IS MY POINT AND
IF THEY HAVE THE MONEY THEY'LL
SPEND IT IN THE RIGHT WAY AND
THERE'S DECENTRALIZED MODELS.
THERE'S A GREAT RESOURCE
PUBLISHED NOT LONG AGO THE
CLUSTER HIRING THAT BRINGS IN
MODELS PEOPLE HAVE USED AND
PEOPLE CAN GET IDEAS WHAT THOSE
ARE.
>> I WANT TO EXTEND MY
CONGRATULATIONS TO EVERYONE FOR
THEIR SUCCESS.
IT'S VERY IMPRESSIVE, I PROMISED
MARIE I WOULD DO THIS, WELL, I
DIDN'T PROMISE I JUST SAID BE
READY.
SO MY EXPERIENCE HAS BEEN THAT
WE ARE DEALING WITH THE FOLKS
THAT YOU ARE HIRING IN THESE
CLUSTERS ARE STEM SURVIVORS.
STEM EDUCATION SURVIVOR COHORTS.
AND PART OF WHAT I THINK IS SO
IMPORTANT IS THAT IF YOU WANT TO
HAVE THE DIVERSITY ACROSS
INSTITUTIONS, ACROSS
DISCIPLINES, WE'RE GOING TO HAVE
TO LOOK BACK AND ASK WHY IS IT
WE ACTUALLY HAVE SO FEW THOUGH
DAVID, 32 LATINAS IN STEM, HOLY
MOLY, THAT'S AMAZING.
BUT WHY IS THERE SUCH A PAUCITY
TO HIRE?
WE HAVE A POOL IN OUR INNER CITY
SCHOOLS AND RURAL SCHOOLS.
IN OUR PUBLIC SCHOOLS.
AND ABOUT THE WAY, MANY OF THE
BEST-FUNDED NIH INSTITUTIONS ARE
WITHIN WALKING DISTANCE OF A
PUBLIC SCHOOL.
I TOLD MARIE BE PREPARED BECAUSE
THAT'S MY MANTRA, INCREASE THE
POOL.
>> KEEP AN EYE OUT WHETHER
THERE'S BEEN A RELEASE OF
FUNDING.
>> LET ME DO A QUICK THANK YOU
TO THE NIH, ACTUALLY.
THE CLUSTER VERY IMPORTANT BUT
THE FIRST THING THAT HAPPENED IN
MY CAREER IS THE NIH FELLOWSHIP
I STUDIED AT THE ACADEMY OF
SCIENCES IN BEIJING, CHINA FOUR
OR FIVE MONTHS.
THAT WAS IMPACTFUL.
AS AN UNDERGRADUATE I WAS A
PSYCHOLOGY MAJOR AT THE
UNIVERSITY OF MICHIGAN.
I WANT TO GIVE A THANK YOU TO
THE NIH.
I PROBABLY WOULDN'T BE IN THIS
POSITION ALSO IF I WOULDN'T HAVE
HAD THAT EARLY SUPPORT TO DO
RESEARCH AS AN UNDERGRADUATE.
>> I APPRECIATE THAT, WE
APPRECIATE THAT.
THERE'S SIMILAR STORIES PEOPLE
HAD OUTREACH IN COLLEGE, AND
SCIENCE IDENTITY GETS REACHED AS
EARLY AS AS MIDDLE SCHOOL.
AND IT'S GREAT WE HAVE SO MANY
QUESTIONS AND THOUGHTFUL PEOPLE
AND THIS IS THE SECOND QUESTION.
ENHANCING DEI AND STEM IS
IMPORTANT TO SCIENTISTS.
IS THAT ADVISE FOR YOU CAN GIVE
TO APPRECIATION FOR OLDER
SCIENTISTS AND LEADERSHIP AND
MAYBE I'LL START WITH YOU, ROBBY
AND SEE WHAT THOUGHTS YOU HAVE
AND GO AROUND.
>> FOR OLDER FACULTY AROUND
DIVERSITY IS THAT --
>> THAT'S BASICALLY THE QUESTION
HERE.
ONE OF THE GREAT THINGS ABOUT
DIVERSITY IS IT KEEPS YOU YOUNG
AND ON YOUR TOES.
YOU HAVE TO KEEP UP.
IT ADVANCES YOUR INTELLECTUAL
PERSPECTIVE IN MANY WAYS AND
YOUR PROBLEM SOLVING SKILLS.
IT'S AN INTERESTING QUESTION IN
PERMS OF RECRUITING OLDER
INDIVIDUALS WITH DIVERSE
PERSPECTIVES BECAUSE THEY HAVE A
WEALTH OF WISDOM THEY'RE THE
WISDOM HOLDERS AND THAT'S A
GREAT QUESTION TO THE EXTENT OF
HOW CAN WE BUILD THESE
COMMUNITIES WHERE THERE'S MORE
FLEXIBILITY AROUND HOW WE
ENGAGE?
EXTERNAL ADVISORS IS A GREAT WAY
TO DO THAT.
AND YEAH, THOSE ARE MY OFFICE
THE SYNAPSE IDEAS.
>> DAVID, WHAT CAN BE DONE TO
CONVINCE LEADERSHIP WHO ARE
OFTEN OLDER AND MAJORITY OF
INDIVIDUALS AROUND COHORT
RECRUITMENT AND GIVEN YOUNGER
FOLKS SEE VALUE TO THIS?
>> FOR ME IT CROSSES INTO THE
DEI WORK BECAUSE WE DEAL WITH
THIS KIND OF QUESTION ALL THE
TIME AND THE MAIN THING WE THINK
ABOUT WITH RESISTANCE AND TRY TO
UNDERSTAND THE RESISTANCE THAT
THIS IS NOT FOR ME AND IT'S FOR
THE YOUNGER GENERATION AND HOW
TO UNPACK THAT.
IT'S HAVING THE RELATIONSHIP
WITH THE FACULTY MEMBER TO
UNPACK AND YOU'LL FIND OTHER
THINGS YOU CAN ADDRESS WHERE DYE
DDYE
DEI BE A SOLUTION FOR THEM
RATHER THAN SAYING IT'S NOT ANY
GENERATION.
THERE'S ISSUES WE CAN TALK ABOUT
WHERE INCLUSION AND EXCELLENCE
IS THE SENSE OF BELONGING.
THE REALITY IS I'M STARTING TO
RUN INTO THE STEREOTYPE THREATS
MYSELF NOT RELATED TO MY ATLANTA
ATLANTA -- LATINONESS OR
MANLINESS BUT AGE AND SENIOR
FACULTY ARE BEING CHALLENGED
BECAUSE OF THE OLD WAY OF SEEING
THE WORLD THOUGH WE MAY BE SPRY
IN MIND AND CATALYZE WITH OUR
STIMULUS BUT WE'RE PUT INTO THIS
BOXWAY OF SEEING THE WORLD THOUGH
WE MAY BE SPRY IN MIND AND
CATALYZE WITH OUR STIMULUS BUT
WE'RE PUT INTO THIS BOX GETTING
TO THIS POINT YOU HAVE TO HAVE A
TRUSTING RELATIONSHIP AND HAVING
THE CONVERSATIONS IS HELPFUL TO
GET THEM INTO THAT AS WELL.
AND THERE'S INTERGENERATIONAL
QUESTIONS HOW CAN THEY GET TO
THINK ABOUT AND THE EXTRA
SOURCING.
THERE'S A DIFFERENCE WE HAVE TO
ACKNOWLEDGE WITH REGARD BUT
THERE'S GOOD APPROACHES TO THAT
THAT WILL WORK IN PROVIDING THE
SKILL SETS AND TOOLS THEY MAY
NOT BE PRIVY TO.
THE NOTION IF I CAN UNDERSTAND
AND ASSIST BY PROVIDING YOU A
TOOL, I'VE COME CLOSER TO
BUILDING THAT TRUST AND ONCE I
BEGIN TEACHING THE VALUE OF DEI
AT A LARGER SCOPE IT GETS US
STARTED ON THAT.
THAT'S SOME IDEA AND WHERE I'D
START AND THERE'S MANY
APPROACHES.
>> JULIAN.
>> DIVERSITY IS AN EVERYDAY
LEARNING OPPORTUNITY.
IT'S AN EVERYDAY LEARNING
OPPORTUNITY FOR ME.
AND WHERE KNOWLEDGE ENDS,
LISTENING AND LEARNING BEGINS.
TO ME THAT'S PROFOUND.
I THINK PART OF THIS IS TAKING
PEOPLE WHERE THEY ARE.
INFORMATION MULTIPLE WAYS TO
ENGAGE.
NOT EVERYBODY SHOULD BE ON THAT
PAGE BUT PEOPLE CAN BE SPEAKERS.
PEOPLE CAN BE SPONSORS.
PEOPLE CAN BE GUIDES AND A FOUND
WORKING WITH FACULTY OVER THE
YEARS THEY START TO GET ENGAGED
AND THEY START TO ENJOY THE
LEARNING AND UNDERSTAND I CAN
IMPACT SOMEONE'S LIFE AND
SOMEONE HELPED YOU TO GET TO
WHERE YOU ARE AND YOU'RE HELPING
THE NEXT PERSON AND WE HAVE
FACULTY WE CALL SENIOR AND I'M
NOT SURE ABOUT WHAT SENIOR IS
ANYMORE BECAUSE I THINK I
CROSSED THE LINE AND THEY LOCK
TO PARTNER AND DO THINGS IN
DIFFERENT WAYS.
IT'S TAKING PEOPLE WHERE THEY
ARE AND OFFERING WHAT THEY CAN
AND LEARN AND GROW AND GET THE
EXCITEMENT OF SEEING BLOSSOMS
COME OUT.
THERE IS NOTHING MORE EXCITING
THAN KIDS THAT'S EXCITED ABOUT
WHAT AN ADULT SPENT TIME WITH
ME.
THE ONLY PART AND WHAT I FOUND
HISTORICALLY WITH SOME OF THE
FACULTY THAT ARE OLDER, THEY'RE
AFRAID OF THE LITTLE KIDS AND
THEY ARE AFRAID THEY WON'T BE
INTERESTING AND WON'T KNOW WHAT
TO SAY OR DO.
WHEN I ASKED WHAT DO YOU TALK TO
YOUR GRANDCHILDREN ABOUT THEY
SAID THESE KIDS?
YEAH, THEY'RE KIDS.
THEY NEED THE ATTENTION.
>> WE HAVE FOLKS AND OLDER
FACULTY ENTRENCHED IN A SYSTEM
COMFORTABLE IN THE WAY THE
SYSTEM WORKS SO IT'S NOT JUST
BEING COMFORTABLE WITH DEI BUT
WHEN THEY BECOME COMFORTABLE IN
THEIR LEGACY STRUCTURE.
AND HOW DO YOU CHANGE THAT WHAT
ACOSTA SAID WAS ENGAGING AND
EVERYBODY CAN CONTRIBUTE TO THE
PIECE OF THE PIE AND ONE THING I
FOUND HELPFUL IS ONCE PEOPLE CAN
MAKE A DIFFERENCE AND CONTRIBUTE
THEN THEY ENGAGE.
THAT'S A GOOD IDEA.
WE HAVING AN ENVIRONMENT WHERE
THEY MAXIMIZE THEIR TALENT HEPZ
PLANT THE SEED FOR EMBRACIINING --
HELPS PLANT THE SEED FOR
EMBRACING THINGS OUTSIDE THEIR
COMFORT ZONE.
>> THE QUESTION IS WHAT'S BEEN
ASKED FOR THE SPEAKERS TO
COMMENT ON THE ACCESSIBILITY
ASPECT OF DIVERSITY.
MANY FACULTY ARE RELUCTANT TO
DISCLOSE BEING DIFFERENTLY
ABLED.
AS LEADERS HOW DO YOU RECRUIT
THEM AND HOW DO YOU CONNECT THEM
WITH OTHER FACULTY WHO SHARE
THEIR IDENTITY?
GOING ALPHABETICALLY IS DAVID.
WE DON'T PAY ENOUGH ATTENTION TO
THOSE INDIVIDUALS WITH
DISABILITIES AND LEARNING
DISORDER S IN SOME OF THE
INITIATIVES I'VE BEEN INVOLVED
WITH IT STARTS WITH CONSCIOUS
AWARENESS TO UNDERSTAND WHAT THE
EXPERIENCE OF THE OTHER IS
BECAUSE SO MANY TIMES WE'RE SO
QUICK TO INTERPRET AND TRANSLATE
THEIR EXPERIENCES TO OURS AND
PUSH OUR QUALITY OF LIFE UPON
THEM AS WELL AND IT'S REALLY
IMPORTANT FOR US TO QUIET THE
INTERNAL VOICE AND UNDERSTAND
WHAT IS THEIR LIVED EXPERIENCES
AND WHAT ARE SOME OF THE THINGS
THAT WE CAN LEARN THAT WILL HELP
US AGAIN BE CONSCIOUSLY AWARE
AND UNDERSTAND BUILD THE
KNOWLEDGE FOUNDATION AND IT'S
THROUGH CULTURE AND HUMILITY AND
TRYING TO UNDERSTAND THE
PERSPECTIVE OF THE OTHER FOR US
TO BUILD FROM THAT TO MOVE THAT
ON BECAUSE FROM THAT THERE'S A
RIPPLE EFFECT OF THAT WE CAN
BASICALLY NOW BEGIN TEACHING
OTHERS ONCE WE THINK WE CAN
UNDERSTAND WHAT THE ISSUES ARE
AND HOW THE INSTITUTION ITSELF
HAS TO CHANGE ITS CULTURE AND
CLIMATE TOWARDS THAT
ACCESSIBILITY BECOMES IMPORTANT
AND I'M FINDING WHAT OUR ROLE IS
GOING TO BE THINK OUR TOP
LEADERSHIP MUST BE INVOLVED WITH
THAT BECAUSE THE ONES THAT MAKE
THE DECISIONS BEHIND CLOSED
DOORS ARE IMPORTANT AND I KNOW
THEY FEEL OSTRACIZED AND
MARGINALIZED AND ISOLATED.
THOSE ARE TOP OF MIND FOR ME.
>> JOAN.
>> AS WE DEALT WITH COVID AND
SPECIAL EQUITY SESSIONS AROUND
COVID, WE HAD A SPECIAL SESSION
AROUND DISABILITY AND COVID AND
HOW IT IMPACTED THE POPULATION.
WE'RE PLANNING A SPECIAL SESSION
FOR THE FALL ON NEURODIVERSITY
AND THE SESSION IS COMING UP
WITHIN THE NEXT MONTH ACROSS THE
UNIVERSITY LOOKING AT THE
INTERSECTIONALITY YOU COULD BE
DISABLED AND BLACK AND A WOMAN
AND HOW DO THESE THINGS COME
TOGETHER?
HOW DO YOU MAKE THE TOPICS MORE
VISIBLE AS PART OF THE REGULAR
CONVERSATION IT'S NOT AT A
SPECIAL MONTH OR TIME.
HOW DO YOU GET INCLUSIVE AS YOU
LOOK AT THE PROGRAMS AND PANELS
WE PUT TOGETHER TO MAKE SURE
THAT DIVERSITY ON MULTIPLE
FRONTS IS REPRESENTED IN THE
SPACES TO BE SEEN AND MODELS FOR
STUDENTS AND TRAINEES COMING
BEHIND AND BECOME INTENTIONALITY
MINDED IN THIS SPACE AS WELL.
>> BEING STRAIGHTFORWARD, THIS
HAS BEEN AN AREA OF GROWTH FOR
ME.
ONE OF MY GRADUATE STUDENTS IS
STUDYING DISABILITY IN AAUs AND
AS A DEAN I'VE BEEN FOCUSSED ON
THE ENVIRONMENTS WITHIN WHICH
OUR FACULTY WITH DISABILITIES
EXPERIENCE.
SO THERE'S THE THINKING ABOUT
HUNDRED YEAR OLD BUILDING
INTERACTS AND HOW AS FACULTY
WHEN WE'RE TOGETHER HOW SOMEONE
HAS A VISUAL IMPAIRMENT HOW WE
NEED TO OPERATE AND COMMUNITY
THE STANDARDS AND VALUES ACROSS
AND HOW TO ADDRESS STIGMA,
DISCRIMINATION AND PREJUDICE AND
THE SHORT COMINGS AND HOW WE AS
A COLLEGE OPERATE IN MAKING SURE
OUR APPROACH TO DIVERSITY AND
INCLUSION IS MORE INCLUSIVE.
I THINK IT'S BEEN AN AREA FOR
GROWTH FOR MYSELF AND ONE OF THE
FIRST THINGS THAT DID I WAS
HEARTBREAKING FOR ME THAT PEOPLE
IN WHEELCHAIRS COULDN'T ENTER
THE FRONT OF OUR BUILDING.
THAT WAS A MESSAGE AND THE FIRST
PROJECT WE UNDERTOOK TO CREATE
THAT OPPORTUNITY FOR FOLKS IN
WHEELCHAIRS TO COME IN THE FRONT
DOOR AND NOT THE BACK DOOR AND
IT'S A METAPHOR FOR HOW TO DO
THE WORK, IT SHOULD BE FRONT AND
CENTER.
>> THANK YOU.
ROBBIE.
>> EVERYONE'S CONTRIBUTIONS ARE
SO INSIGHTFUL.
I COME TO THIS FROM A DIFFERENT
PERSPECTIVE AND IT'S DIFFERENTLY
ABLED AND WHAT DOES THAT TEACH
US ABOUT FOR EXAMPLE, PLASTICITY
OF THE BRAIN.
THERE'S A PART OF ME AS A
NEUROSCIENTIST SAYING GEE, HOW
DO YOU DO THAT?
THERE'S OPPORTUNITIES NOT ONLY
FROM A COMPASSIONATE PERSPECTIVE
AND HEY, HOW CAN WE LEARN FROM
THIS AND WHAT DOES THIS TEACH US
ABOUT THESE BIOLOGICAL SYSTEMS.
I THINK THERE'S AN OPPORTUNITY
FOR DIFFERENTLY ABLED FOLKS TO
HEY, I'M SPECIAL.
AND HOW CAN WE LEARN FROM THAT
AND HOW CAN WE EXPAND OUR
KNOWLEDGE AND EXPAND THE OPTIONS
WE HAVE FOR INDIVIDUALS WHO MAY
ACQUIRE A DIFFERENT ABILITY.
>> THAT WOULD BE MY PERSPECTIVE.
>> STEVE.
>> I'M NOT SURE I CAN ADD TO
COMMENTS THERE.
I THINK EVERYBODY TOUCHED THE
KEY POINTS.
I LIKE DIFFERENTIALLY ABLED IS
IMPORTANT.
I DON'T HAVE ANYTHING TO ADD,
MARIE.
>> OKAY, THANK YOU.
SO WE'RE DOWN TO OUR LAST NINE
MINUTES, AND SO WHAT I'M GOING
TO DO IS GIVE EACH OF YOU A
MINUTE TO RESPOND TO ONE
QUESTION AND THEN WE'LL TRY TO
WRAP IT UP.
AND THIS IS A QUESTION ASKING
ABOUT WHETHER IT'S POSSIBLE TO
APPLY THE MODELS DISCUSSED IN
TERMS OF COHORT HIRING AND
RECRUITMENT TO FEDERAL
ENVIRONMENTS FOR NON-ACADEMIC
WORKPLACES.
I'M GOING GO REVERSE ALF --
ALPHABETICAL ORDER AND STEVE,
YOU HAVE A MINUTE.
>> CREATING A SENSE OF MISSION
ROUND
ALPHABETICAL ORDER AND STEVE,
YOU HAVE A MINUTE.
>> CREATING A SENSE OF MISSION
ROU
ALPHABETICAL ORDER AND STEVE,
YOU HAVE A MINUTE.
>> CREATING A SENSE OF MISSION
ROU
ALPHABETICAL ORDER AND STEVE,
YOU HAVE A MINUTE.
>> CREATING A SENSE OF MISSION
ROU
ALPHABETICAL ORDER AND STEVE,
YOU HAVE A MINUTE.
>> CREATING A SENSE OF MISSION
ROUNDALPHABETICAL ORDER AND STEVE,
YOU HAVE A MINUTE.
>> CREATING A SENSE OF MISSION
ROUND FOCUS AREAS AND A COHORT
WITH A SENSE OF VISION CAN
FUNCTION IN ACADEMIC AND
NON-ACADEMIC SETTINGS.
>> OKAY.
THANK YOU.
ROBBIE.
>> I WOULD ECHO WHAT STEPHEN
JUST SAID.
THAT'S THE PERFECT APPROACH
BECAUSE DIVERSITY ACROSS THE
SPECTRUM IS NOT A LUXURY.
IT'S A NECESSITY.
AND BRINGING PEOPLE IN WITH
DIVERSE PERSPECTIVES OR
CAPABILITIES OR EXPERTISE ACROSS
A DOMAIN IS CRITICAL TO SUCCESS,
WRIT LARGE, THE END.
>> OKAY, VERY GOOD.
JULIAN.
>> TALENTED PEOPLE OF COLOR HAVE
LOTS OF OPTIONS.
LOTS OF OPTION.
I'M ALWAYS TRYING TO FEND OFF
OTHER UNIVERSITIES TRYING TO
TAKE OUR FACULTY.
IT'S ALMOST A FULL-TIME JOB.
BUT THE GOAL OF DOING THIS WORK
AND GOING BACK TO MISS
EXPERIENCES, THE ABILITY TO SET
GOALS WITH COLLEAGUES AND
ACCOUNTABLE TO EACH OTHER AND
NETWORK AND TO ADDRESS ISOLATION
AND HAVE THAT SOCIAL
CAMARADERIE, YOU WANT TO HAVE AN
ENVIRONMENT WITHIN WHICH PEOPLE
OF COLOR AND OTHER HISTORICALLY
MARGINALIZED GROUPS NOT JUST
SURVIVE BUT THRIVE.
THE APPROACH IS THINKING WHAT
ARE THE BENEFITS OF DOING THIS
KIND OF WORK.
OF COURSE I THINK IT WOULD WORK
IN FEDERAL SETTINGS AND
CORPORATE SETTINGS AND CREATE
THE ENVIRONMENT CONDUCIVE TO THE
SUCCESS OF FOLKS WHEN YOU BRING
THEM IN AND PEOPLE OF COLOR AND
HISTORICALLY MARGINALIZED
COMMUNITIES HAVE EXPERIENCED THE
MOMENT WHERE WE WERE THE ONLY
ONE IN A CLASSROOM THIS IS THE
ABILITY TO CREATE AN ENVIRONMENT
CONDUCIVE TO SUCCESS.
>> JOAN.
>> TO ME IT CAN BE DONE WITH
GOVERNMENT AND THERE'S EXAMPLES
FOR WHAT NIH HAS DONE IN THE
SPACE.
I THINK IT'S BASED ON MISSION
AND VALUES AND THIS EXTEND TO
WHICH THE ORGANIZATION IS TWOILG
MOVE BEYOND THE STATEMENT OF --
WILLING TO MOVE BEYOND THE STATE
OF MISSION AND VALUES AND
INTENTIONALITY MOVING FORWARD TO
EXAMINE PRACTICE AND THE WAY
THINGS HAVE BEEN DONE AND CHANGE
THEM AND UNDO STRUCTURES AND
POLICIES AND PRACTICES THAT
EXCLUDED VERSUS INCLUDED.
IT HAD TO BE BUILT ON THAT
FOUNDATION.
I THINK IT NEEDS LEADERSHIP
WITHIN THE ORGANIZATIONS WHO ARE
WILLING TO TAKE THE RISK OF
CHANGE FOR THE BETTER AND
ENGAGEMENT OF LEADERS ACROSS THE
BOARD AND IT TAKES INDIVIDUALS
WITHIN THE MARGINS TO GIVE THE
SYSTEM A CHANCE TO SAY I BELIEVE
WHAT YOU SAY, I BELIEVE YOU'RE
GOING TO TRY TO TAKE CARE OF US.
AND THE TAKING CARE OF IS WHAT I
THINK JULIAN IS TALKING ABOUT
WHEN I STEP IN THE SPACE I'LL BE
PROTECTED AND WITH MY SCIENCE
AND WORK AND PROFESSIONALLY AND
NOT FEEL LIKE I'M THE VICTIM OF
HELPING THIS INSTITUTION BUT
IT'S GOT TO BE BASED ON THIS
VALUES AND MISSION AND LIVING
WHAT WE SAY WE WANT TO DO.
>> THANK YOU.
DAVID.
>> IN THE 1990 SOME INSTITUTIONS
WERE TALKING ABOUT INCLUSION
EXCELLENCE AND DIVERSITY.
THEY'RE CLUSTERING HIRING
CONCEPT HAS BEEN AROUND.
TAY -- THEY CALL IT SOMETHING
DIFFERENT AND WE HAVE A LOT TO
LEARN AND I KNOW A LOT CHA --
WHAT HAS CHANGED MY WORLD ABOUT
DEI IS HIGHER ED THAT WORKED ON
THESE THINGS FOR A LONG TIME AND
GETTING KNOWLEDGE ON SO YEAH,
ITS CAN BE DONE.
>> I'LL DO A LIGHTNING ROUND AND
WHEN DO YOU HOPE PEOPLE WILL
WALK AWAY FROM AFTER SHARING
WHAT YOU KNOW AND IF YOU HAVE A
PEARL OF WISDOM ABOUT RETENTION
BECAUSE THERE'S A QUESTION WE
DIDN'T GET TO NOT MEANING TO
TRIVIALIZE THAT AT ALL AND GOING
BY WHO I SEE IN THE ZOOM LINK.
STEVE, I'LL START WITH YOU
BECAUSE I SEE YOU FIRST.
>> DISRUPTION OF LEGACY
PROCESSES IS A CRITICAL
COMPONENT OF RECRUITING.
IT OPENS NEW DOORS FOR FOLKS TO
BECOME LEADERS THAT WOULD
OTHERWISE NOT BE THERE BY
TRADITIONAL PATHS.
THAT WOULD BE THE TAKEAWAY
MESSAGE I WOULD LEAVE.
>> THANK YOU.
ROBBIE YOU'RE NEXT IN MY
HOLLYWOOD SQUARES.
>> THE MESSAGE FROM THIS
DISCUSSION IS THE IMPORTANCE OF
COMMUNITY.
I KNOW AS DR. JACKSON MENTION ED
AT THE NIH UNITE TOGETHER WE ARE
STRONG AND I WOULD ADD TO THAT
TOGETHER WE ARE SMARTER AND NONE
OF US KNOWS IT ALL AND TOGETHER
WE KNOW A LOT AND BUILDING THAT
COMMUNITY WHERE EVERYONE CAN
HAVE THEIR PERSPECTIVE RESPECTED
IS CRITICAL AND THE ABILITY TO
RECRUIT PEOPLE WITH DIVERSE
AREAS OF EXPERTISE BUT COME
TOGETHER AS THIS COMMUNITY IS A
GREAT CATALYST FOR THEM AND
EVERYONE AROUND THEM.
>> THANK YOU.
>> NEXT FROM WHAT I CAN SEE
WOULD BE DAVID.
>> SO WE CAN'T KEEP DOING THE
SAME THING AND EXPECT DIFFERENT
RESULTS.
IT'S GOING TO REQUIRE IS WE HAVE
TO DISRUPT THE SYSTEM.
WE DON'T HAVE A CHOICE ANYMORE
OR WE'LL MAINTAIN THE TREND THAT
WILL NEVER CHANGE AND HAVE A
PAUCITY OF UNDER REPRESENTED
FACUL
FACULTY.
IT WILL TAKE COURAGE TO DISRUPT
WHAT HAS BEEN HELPING THE FEW
AND NOT THE MANY AND WE HAVE TO
DECONSTRUCT THAT AND DEVELOP
SYSTEMS BASED SOLUTION TO TACKLE
AND DISRUPT THINGS.
>> THANK YOU VERY MUCH.
>> IF I CAN USE THE LANGUAGE OF
MY GENERATION, I NEED TO KEEP IT
REAL FOR A MOMENT HERE WHICH IS
WHEN YOU'RE SUCCESSFUL AT THIS
WORK, THERE'S GOING TO BE
BACKLASH.
THAT'S THE BOTTOM LINE.
I THINK EVERYONE CARES ABOUT
DIVERSITY BUT NOT ALL PEOPLE
CARE ABOUT ALL DIVERSITY.
AND ONE FINAL THOUGHT, I TRULY
BELIEVE STRATEGY AND VISION
WITHOUT COURAGE IS AN ILLUSION.
>> THANK YOU VERY MUCH.
JOAN, YOU GET THE LAST WORD.
>> THERE IS NO CHOICE IN THIS.
RECOGNIZE OF THE VALUE AND
IMPORTANCE OF DIVERSITY, EQUITY
AND INCLUSION AND ACCESSIBILITY
IS SO FOUNDATIONAL TO WHOER IN
THE ORGANIZATIONS AND SCIENCE WE
DO AND FOR US TO BE OUR BEST WE
HAVE TO ADDRESS THIS.
THERE'S NOT AN ALTERNATIVE?
AS DAVID SAID, DON'T KEEP DOING
THE THINGS THAT HAVEN'T WORKED.
WE CANNOT ACHIEVE AND BRING THE
POTENTIAL EVERYONE CAN BRING.
>> FABULOUS.
THIS HAS BEEN SUCH A WONDERFUL
AND RICH DISCUSSION.
WE REALLY APPRECIATE YOUR GIVING
UP YOURSELVES AS YOU HAVE.
IT'S A GREAT DISCUSSION THAT
LEADS RIGHT INTO THE NEXT PANEL
THAT WE'RE GOING TO HAVE
STARTING AT 2:30 SO I'M GOING
ASK EVERYONE IN THE AUDIENCE TO
GIVE A VIRTUAL ROUND OF APPLAUSE
FOR OUR SPEAKERS, OUR REACTANT
AND OUR OPENING SPEAKER AND
LOOKING FORWARD TO THE CONTINUED
DISCUSSION.
SO WE'RE FINISHING A MINUTE
EARLY SO YOU'LL GET 16 MINUTES
FOR A BREAK AND WE'LL BE BACK AT
2:30 PROMPTLY EASTERN TIME.
THANK YOU, DAVID, JULIAN, JOAN,
ROBBIE, STEVE AND STAY AS LONG
AS YOU CAN FOR THE FULL SESSION.
SEE EVERYONE ELSE BACK AT 2:30.
THANK YOU.
I'M PLEASED TO INTRODUCE OUR
SECOND SET OF PANEL SPEAKERS WHO
WILL BE SHARING SUCCESSES AND
CHALLENGES OF COHORT RECRUITMENT
AS PART OF THE LARGER DEIE
MISSION INCLUDING DR. BLACK,
REUDI AND ANDERSON-THOMPKINS AND
DR. SALAZAR WAS NOT ABLE TO BE
HERE AND WHEN YOU SEE IT'S ALL
WOMEN WE WERE BEING INCLUSIVE
BUT IT WAS NOT FEASIBLE.
SIMILAR TO OUR FIRST SESSION,
I'LL BE KEEPING TRACK OF TIME
AND ENCOURAGE EVERYONE TO SUBMIT
QUESTIONS THE SEND LIVE FEEDBACK
BUTTON BELOW THE VIDEO.
I'LL START WITH SHERILYNN BLACK
AND PROVIDED DEVELOPMENT FOR
PRE-TENURE AND PRE-CAREER AND
NON-TENURE SYSTEM FACULTY AT
DUKE UNIVERSITY.
DR. BLACK.
>> THE, I'M DELIGHTED TO SHARE
THE WORK WE'RE DOING AT WORK AT
DUKE.
I LIKE TO GROUND WHAT I DO IN
THE LITERATURE.
I THINK IT'S IMPORTANT AS WE
CONTINUE TO THINK ABOUT HOW TO
USE DATA AND EVIDENCE-BASED
METHODOLOGY WE ALWAYS RETURN TO
WHAT WE KNOW FROM THE LITERATURE
AS WE ARE ALL SCIENTISTS.
WE KNOW A LARGE BODY OF WORK
SHOWS COHORT IMPROVES THE
STUDENT EXPERIENCE AND THIS IS
TRUE FOR UNDER REPRESENTED
GROUPS AND UNDER REPRESENTED IN
OTHERS AND IMPROVE THINGS LIKE
BELONGING, RETENTION, PRO
PRODUCTIVITY AND FACULTY AND
THIS IS TRUE POST-2020 FOR THERE
ARE REPRESENTED GROUPS AND MANY
SCHOOLS WHO HAD ISD AND LOOKING
AT LESSONS LEARNED AND SEEING
WHAT'S IN THE LITERATURE AND
APPLYING THE SAME STRATEGIES FOR
FACULTY COHORTS.
I THOUGHT I'D TAKE FIVE LESSONS
ONE TOWARDS HIRING AND AFFINITY
GROUPS AND TELL YOU THE BROADER
LESSONS I THINK ARE APPLICABLE
TO THE INITIATIVES.
THE FIRST ONE IS THE INSTITUTION
AND DEPARTMENTAL CLIMATE MUST BE
CONDUCIVE FOR COHORT SUCCESS AND
THE IDEA IS THAT FOR FACULTY TO
BE PRIME FOR SUCCESS, THEY MUST
BE BROUGHT INTO SYSTEMS AND
STRUCTURES DESIGNED FOR THEIR
ADVANCEMENT.
WHAT THIS MEANS IS THE ENTIRE
INSTITUTION NEEDS TO BE ON BOARD
WITH THE DIFFERENT TYPES OF
CHALLENGES AND ALSO SOME OF
UNIQUE OPPORTUNITIES THAT COME
FROM DIVERSIFIED FACULTY POOLS.
I PULLED SOME EXAMPLES FROM DUKE
SOME THINGS WE'RE DOING ENSURE
THE ENTIRE ENVIRONMENT NOT JUST
WHERE THE COHORT WILL BE HOUSED
BUT THE BROADER INSTITUTIONAL
ENVIRONMENT IS TRULY ASERTH A
LEVEL -- ASSERTING A LEVEL OF
READY YOU'RE VALUED IN AN
AUTHENTIC SPACE AND EVERYONE
HERE IS DOING THEIR BEST TO
CREATE AN ENVIRONMENT PRIME FOR
YOUR SUCCESS.
I'VE HIGHLIGHTED A COUPLE
INITIATIVES HERE.
OUR OFFICER FACULTY ADVANCEMENT
IN THE OFFICE OF THE PROVOST LED
BY A COLLEAGUE HAS HAD A DEEP
DIVE TO FACULTY EDUCATION OVER
THE LAST FEW YEARS.
FOR EXAMPLE, WE'VE DONE A COUPLE
THINGS LIKE REGULAR WORKSHOP AND
HAVE THREE HOURS OF CONTENT LIKE
EQUITABLE HIRING PRACTICES WHICH
WE DO IN OUR OFFICE FOR
INSTITUTIONAL EQUITY AND HAVE
DEVELOPED FACULTY SHORT COURSES.
I'M A SOCIAL NEURO SCIENTIST AND
WE'RE AWARE YOU NEED REPEATED
MEASURES AND LONGITUDINAL
EXPOSURE FOR CHANGE AND THE
BURST OF INFORMATION WE'RE
SHAVERI
SHARING NOT ENOUGH TO BE
ADVANTAGEOUS FOR FACULTY AND I
DESIGNED A SHORT COURSE CALLED
IMPROVING ENVIRONMENTAL CLIMATE
AND THE COHORT WAS AROUND 150
FOR THAT COURSE AND IT WENT TO
SUCCESS AND HAPPY TO TALK ABOUT
THAT DURING THE QUESTION ANSWER
SESSION.
WE HAD AN INSTITUTION
PERSPECTIVE AND HAD A CAMPUS
WIDE CLIMATE SURVEY FOR STAFF
AND STUDENTS IN THE DUKE
COMMUNITY.
THE SURVEY WAS PARTNERED WITH A
FULL DAY RETREAT ACROSS THE
SCHOOLS TO DIG INTO THE DATA TO
TALK ABOUT WHAT DOES IT MEAN
CONTEXTUALLY AND HOW WE MAKE IT
ACTIONABLE AND BUILD IN
ACCOUNTABILITY.
WE ALSO DEVELOPED RUBRIC FOR
EVALUATION AND GIVE HELP WITH
ANALYSIS.
OUR OFFICE HAS A NUMBER OF
RESOURCES.
WE HAVE A NUMBER OF HIRING
INITIATIVES RUNNING ACROSS
CAMPUS AS WELL AS AFFINITY
GROUPS AND BROAD OVERALL
SUPPORT.
AT THE SCHOOL LEVEL, EACH SCHOOL
WAS ASKED TO DEVELOP A DIVERSITY
STRATEGIC PLAN WITH SUPPORT FROM
THE OFFICE OF THE PRESIDENT AND
OFFICE OF THE PROVOST SO EACH
SCHOOL HAS SUPPORT THE HIGHEST
LEVEL FOR THEIR DIVERSITY GOALS
AS WELL AS HELP ATTRACTING
ACCOUNTABILITY OUTCOMES.
AND AT THE DEPARTMENTAL LEVEL
WE'VE SEEN MULTI-FACETED
APPROACHES INCLUDING COMMUNITY
TASK FORCES AND LOCAL SURVEYS
SPECIFIC TO THE ENVIRONMENT THAN
THE CAMPUS SURVEY WITH US IN
ADDITION TO RESOURCES.
TO THE SECOND THING I'VE LEARNED
OVER THE YEARS WORKING WITH
COHORT THOSE WORKING WITH
FACULTY COHORT SHOULD BE TRAINED
CULTURAL SENSITIVITY AND
AWARENESS BEYOND THE RUN OF THE
MILL IMPLICIT BIAS TRAINING BUT
WHERE ALL FACULTY ARE
CONSISTENTLY IN SPACE SUPPORT
THEIR AUTHENTICITY AND IDENTITY
TO BEST CONTRIBUTE TO THE
INTELLECTUAL CULTURE OF THEIR
INSTITUTION AND THEIR BROADER
DISCIPLINE.
THIS REQUIRES ONGOING EDUCATION
WITH ALL OF US AND GIVEN WE KNOW
ACADEMIC SPACES WERE NOT
DESIGNED FOR THE SUCCESS OF ALL
IT'S IMPORTANT FACULTY CONTINUE
TO BUILD CAPACITY IN THIS AREA.
SO IN THIS EXAMPLE HERE I
DEVELOPED ANOTHER SHORT COURSE
CALLED DISMANTLING RACISM AT
DUKE IN COLLABORATION WITH A
COLLEAGUE AND THIS IS HISTORICAL
CONTEXT, ACADEMIC SKILLS AND
TANGIBLE FACTORS TO PROMOTE
EQUITABLE ACADEMIC ENVIRONMENT.
THIS WAS 12 HOURS OF CONTENT AND
THE COHORT WAS ABOUT 150 FACULTY
AND THE RESULTS HAVE BEEN REALLY
EXTRAORDINARY IN TERMS OF THE
RESPONSE OF ALL THE FACULTY AND
WE HAD FACULTY RANGE FROM FULL
PROFESSORS ACROSS ALL THE
SCHOOLS AT DUKE IN THE FIRST
COHORT AND NEARLY 90% OF THE
FACULTY HAVE ALREADY REPORTED
MAKING SIGNIFICANT CHANGES IN
THEIR PRACTICES AFTER TAKING THE
COURSE.
I HAVE A LITTLE BIT OF A DATA
HERE TO SHOW YOU THAT THE BLUE
BAR REPRESENTS THE PRE-STATE OF
THE FACULTY IN TERMS OF THEIR
BEHAVIORS ON THINGS LIKE GOING
OUTSIDE OF MY COMFORT ZONE TO
HELP COLLEAGUES EXPERIENCE
EQUITY AT DUKE AND YOU CAN SEE
THE ORANGE BAR IS THE JUMP
FOLLOWING THE COURSE BUT WHAT'S
IMPORTANT IS THE GRAY BAR IS OUR
PULSE CHECK SIX MONTHS AFTER THE
COURSE WE'RE SEEING IMPACT AND
WE'LL CONTINUE TO ASSESS AND
MONITOR HOW FACULTY ARE
IMPLEMENTING THE PRACTICES IN
THEIR DAILY WORK.
THE THIRD LESSON IS COHORTS
BENEFIT FROM LARGER NUMBERS OF
FLEXIBLE STRUCTURES.
THERE'S BEEN A LOT OF THOUGHT AS
PEOPLE HAVE BEEN THINKING ABOUT
FIRST GRANTS AND OTHER FORMS OF
CO -- COHORTS AND THEY CAN
BENEFIT IN COMPOSITION IN AN
TRADITIONAL AND NON-TRADITIONAL
WAY THAT ACROSS SCHOOL LINES,
IDENTITY LINES AND BEING DERIVED
INTENTIONALLY AND ORGANICALLY.
IMPORTANTLY THE MEMBERS SHOULD
HAVE SOME LEVEL OF AGENCY IN THE
DECISIONS RELATED TO THEIR GROUP
STRUCTURES AND NEEDS.
ONE WAY WE'VE DONE THIS AT DUKE
IS TO START THE FACULTY SEED
GRANT INITIATIVE AND HAVE WAYS
WHERE PROFESSIONAL EXPERIENCES
CAN BE IMPROVED OR BUILD
COMMUNITY TO APPLY WITH THE
NOVEL IDEA THEY CAN GET UP TO
$20,000 IN INITIATIVE AND WE'VE
HAD A NUMBER OF COHORTS AND TWO
I'LL HIGHLIGHT HERE.
AT DUKE WE HAVE THE GROUP CALLED
THE WRAP GROUP AND BUILD
COMMUNITY ON CAMPUS AND INCREASE
PUBLICATION AND GRANT SUBMISSION
RATES AND ENHANCE THE SENSE OF
BELONG.
WE KNOW THERE'S NATIONAL DATA
SHOWING THERE'S BIAS IN THE
GRANT REVIEW SYSTEM AND IN SOME
PUBLICATION REVIEW SO THIS WAS A
PROGRAM THAT WAS DESIGNED TO
COMBAT SOME OF THAT BY STRESSING
COMMUNITY RELATIONSHIPS AND
ACCOUNTABILITY IN THESE AREAS.
THIS GROUP HOSTS WEEKLY WRITING
SESSIONS AND OTHER COHORT
FORMATION PROGRAMMING AND LED BY
TWO OF OUR WONDERFUL FACULTY AT
DUKE.
THE PICTURES SHOW THE GROUP
GATHERING AND WAS TRANSITIONED
VIRTUALLY DURING COVID AND HAS
ABOUT 30 TO 35 ACTIVE MEMBERS
WHO MEET ON A WEEKLY BASIS AND
THIS GROUP HAS BEEN SIGNIFICANT
FOR THE RETENTION OF A NUMBER OF
FACULTY.
ANOTHER COHORT FORMED IS CALLED
THE DUKE BLACK THINK TANK LED BY
A PROFESSOR AND THIS
INTERVENTION GOAL IS TO SUPPORT
THE HIRING, RETENTION AND
ADVANCEMENT OF BLACK FACULTY
THROUGH A PLATFORM THAT PROVIDES
RESOURCES, ENHANCES SCHOLARLY
PROMINENCE AND OPPORTUNITIES FOR
MULTI-DISCIPLINARY
COLLABORATION.
IT'S A VIRTUAL PLATFORM.
IT BRINGS US TOGETHER AND LETS
US CLICK AROUND AND LOOK AT EACH
OTHER'S SCHOLARSHIP AND THERE'S
A NEWS LETTER OFF THE WEBSITE
AND HAS PROFESSIONAL DEVELOPMENT
AND SOCIAL PROGRAMMING
OPPORTUNITIES.
AND THE FOURTH LESSON I'D LIKE
TO COVER IS THAT COHORTS CAN
PROVIDE SUPPORT SPECIFIC FOR
YOUR COHORT RATHER THAN
EXPLORING A ONE SIZE FITS ALL
SOLUTION.
THIS IS IMPORTANT AS WE THINK OF
STANDARDIZING METRICS
NATIONALLY.
THERE'S BEEN A LOT OF
INDIVIDUALS TRIED TO THINK ABOUT
WHAT THEY WANT THEIR COHORT TO
BE AND FORCED A PROGRAM AROUND
THAT INSTEAD OF LOOKING AT WHAT
THE LOCAL NEEDS ARE AND FORMING
A COHORT TO ADDRESS THOSE NEEDS
WHILE STAYING WITHIN CERTAIN
PARAMETERS.
AN IMPORTANT POINT TO THINK
ABOUT HERE IS SCIENCE AND
PERSONAL IDENTITY DO NOT TO BE
TREATED AS SEPARATE ENTITIES.
I SEE THIS WHEN INSTITUTIONS ARE
TRYING TO FORM COHORT THEY MAKE
EVERYTHING ABOUT SCIENCE AND DO
SEPARATE THINGS RELATED TO
PERSONAL IDENTITY.
AN EXAMPLE HOW WE ADDRESSED THIS
IS START A NOVEL COACHING
PROGRAM FOR UNDER REPRESENTED
FACT -- FACULTY AND TO CREATE
AND IMPLEMENT INDIVIDUAL
DEVELOPMENT PLANS THAT
INCORPORATE THEIR CULTURAL
IDENTITY AND INCREASE THEIR
AGENCY AND FULFILLMENT AS
FACULTY.
THESE PLANS ARE TYPICAL WHAT YOU
SEE IN COACHING BUT COVER
SCIENTIFIC PRODUCTIVITY AND
PROFESSIONAL AND PERSONAL GOALS
UNDER A LENS OF CULTURAL
AWARENESS AND IT'S BEING LED BY
ONE OF OUR DEANS IN OU OUR
SCHOOL OF MEDICINE AND PILOTED
WITH NINE ASSISTANT PROFESSORS
IN THE SCHOOL OF MEDICINE.
AND THE LAST POINT I'D LIKE TO
RAISE IS COHORTS NEED TO BE
MEASURED BEYOND PUBLICATIONS AND
GRAND.
THE BENEFITS OF COHORTS EXTEND
BEYOND ACTIVITY AND THE MEASURES
WE'RE ACCUSTOMED TO USING FOR
ASSESSMENT AND EVALUATION
CAPTURE THE FULL BENEFIT OF THE
PROGRAMS.
WE'RE TRYING TO LOOK AT
INNOVATIVE APPROACH TO METRIC
AND THIS IS IMPORTANT IN
DEVELOPING THE PROPOSAL FOR THE
FIRST GRANT AND LOOK AT THE
IMPACT ON THE PARTICIPANTS AND
THE INSTITUTION WHILE
CONSIDERING METRICS THAT CAPTURE
THINGS LIKE SYSTEMIC CHANGE,
CULTURE AND IDENTITY AND HUMAN
IMPACT.
THIS COLLABORATION IS BEING DONE
WITH THE DUKE SOCIAL SCIENCE
RESEARCH INSTITUTE WHICH IS LED
BY DON TAYLOR AND JESSICA
SPERLING AND THEY LOOK AT THE
COMPLEX HUMAN PROBLEMS AND THINK
CREATIVE SOLUTIONS FOR
MEASUREMENT AND EVALUATION.
I'M EEL TORE EXPAND ON THE
INITIATIVES DURING THE Q&A.
IF YOU'D LIKE TO READ MORE
SPECIFIC INFORMATION GO IT OUR
WEBSITE,
FACULTYADVANCEMENT.DUKE.EDU.
THANK YOU VERY MUCH.
>> THANK YOU, DR. BLACK.
YOU PROMISED IT WOULD BE LESS
THAN THE ALLOTTED TIME AND YOU
WERE ON TARGET.
>> AND WE HAVE BETH REUDI AND
HE'S AN ASSOCIATE PROGRAM
DIRECTOR AT AAAS WORKING ON THE
SEA CHANGE INITIATIVE.
DR. REUDI.
>> IT'S MY PLEASURE TO BE HERE.
HOW DO YOU KNOW IF COHORT
RECRUITMENT THE RIGHT MOVE FOR
YOUR INSTITUTION?
THERE'S MANY DIFFERENT PATHS
THAT SERVE AS -- LET ME BACK UP.
THERE'S A REVIEW PUBLISHED BY
KIMBERLY GIVIN IN 2020 HELPING
PEOPLE LOOK BEYOND THE PIPELINE.
WE KNOW THERE'S SPECIFIC AREAS
WITHIN THE FACULTY LIFE SPAN
WHERE THERE'S BARRIERS TO
EQUITABLE INCLUSION.
AND WE HAD A FACULTY MODEL AND
HEADLINING THE DIFFERENT AREAS
THAT NEED TO BE EXAMINED IN
TERMS OF THE PROCESSES,
PRACTICES AND POLICIES TO END UP
MAKE A MORE EQUITABLE, INCLUSIVE
ENVIRONMENT.
THIS HAS BEEN USED AS A GUIDE
FOR SEVERAL SYSTEMIC CHANGE
INITIATIVES.
THE INSTITUTIONAL CHANGE NETWORK
HOUSED IN APLU AND THE PROGRAM
I'M WORKING FOR WORK ON THE SEA
CHANGE INITIATIVE IT STANDS FOR
STEM EQUITY ACHIEVEMENT.
IT'S MODELLED AFTER AN
INITIATIVE IN THE UNITED KINGDOM
FOR GENDER EQUITY CALLED A --
ATHENAS1 AND CAN BE USED TO
CREATE LASTING SYSTEMIC CHANGE.
IF YOU'RE WONDERING HOW DO I
APPROACH ALL THIS AND LOOK AT
THE WHOLE COMPREHENSIVE PICTURE
OF MY INSTITUTION AND HOW DO I
DECIDE WHETHER OR NOT I WANT TO
DO A FACULTY COHORT MODEL, THIS
IS ONE OF THE WAYS YOU CAN START
TO ANSWER THOSE QUESTIONS.
THIS IS JUST A DEEPER DIVE AND
BREAKDOWN INTO SOME AREAS WHERE
THERE ARE KNOWN ISSUES THERE BE
OF THERE ARE THINGS EMBEDDED
BARRIERS TO EQUITY.
YOU HAVE TO KNOW BETTER TO DO
BETTER SO A COMPREHENSIVE SYSTEM
ASKS INSTITUTIONS TO DIVE DEEPLY
INTO WHAT THEY KNOW OR DETERMINE
WHAT THEY DON'T KNOW ABOUT
RECRUITMENT, HIRING, CAREER AND
PROFESSIONAL DEVELOPMENT AND
FLEXIBILITY AND CAREER BREAKS
AND CLIMATE CULTURE AND DEI
POLICY.
WHEN WE TALK ABOUT THAT, WHAT
DOES AN INSTITUTION DO BEYOND
CHECKING THE BOX FOR COMPLIANCE?
WHAT DOES THE INSTITUTION DO TO
ENSURE A SAFE JUST ACCESSIBLE
AND EQUITABLE ENVIRONMENT AND IT
LOOKS LIKE A LOT OF THINGS TO
LOOK AT AT ONCE SO WE MADE OUR
SEA CHANGE FLEXIBLE SO YOU DON'T
HAVE TO FOCUS ON EVERYTHING ALL
AT ONE TIME.
FACULTY COHORT COULD BE A
POWERFUL TOOL FOR CHANGE.
THAT'S WHY WE'RE HERE.
BUT YOU CAN SEE IT'S IMPORTANT
FOR AN INSTITUTION TO UNDERSTAND
ITS FULL CONTEXT BEFORE DECIDING
TO IMPLEMENT COHORT RECRUITMENT
OR ANY INTERVENTION.
IT'S ALSO IMPORTANT TO
ARTICULATE WHY COHORT
RECRUITMENT IS APPEALING TO YOUR
INSTITUTION?
HERE YOU SEE THE ITERATIVE
PROCESS IT. STARTS WITH
AWARENESS WHICH IS GARNERED BY
SELF-ASSESSMENT.
UNDERSTANDING IS THE MEANING
MAKING PROCESS GETTING BUY IN
ENGAGING WITH MEMBERS OF YOUR
CAMPUS COMMUNITY AND USE THE
MOST LIKELY ROOT CAUSE OF THE
ISSUES YOU FOUND AND FINALLY YOU
IMPLEMENT AND YOU EVALUATE AND
YOU ITERATE.
YOU TAKE THE TIME TO REFLECT ON
WHAT YOU'RE DOING, MAKE SURE
EVERYTHING IS GOING THE WAY YOU
ANTICIPATED IT WOULD GO.
THE FIRST IMPULSE IS WITH HAVE
TO DO SOMETHING AND IF WE SEE A
PROBLEM WE WANT TO FIX IT, USING
THIS LENS YOU MUST ASK YOURSELF
WHY IS YOUR CAMPUS CONSIDERING
FACULTY COHORT RECRUITMENT AS AN
ACTION AND WHAT IS IT IT IS
RESPONDING TO MY WAY OF SAYING
PAY ATTENTION AND MAKE SURE
YOU'RE GOING COHORT RETENTION TO
ADDRESS A SPECIFIC ISSUE AND NOT
JUST BECAUSE IT SEEMS LIKE A
COOL THING TO DO.
WHEN WE SPEAK OF INTERVENTION
WE'RE LOOKING AT POLICIES MEANT
TO INTERRUPT THE STATUS QUO.
THEY'RE IMPORTANT BUT THEY SERVE
AS A FOUNDATION FOR REFORM.
WE'RE SPEAKING TO SUITES OF
INTERVENTIONS ALL COORDINATED
AND HIGHLIGHTED BY INSTITUTIONAL
COMMITMENT WITH TRUE STRUCTURAL
REFORM YOU HAVE INSTITUTIONAL
BUDGET OR AS WE CALL HARD MONEY
DEDICATED TO FUNDING THESE
EFFORTS.
IF IT'S PART OF A LARGER EFFORT
IT'S LIKELY TO BE SUSTAIN AFTER
THE GRANT HAS ENDED.
YOU MAY HAVE A P.I. ON THE GRANT
ARE ADVOCATE FOR WORK THEY'RE
DOING AND THEN TRANSITION TO A
DIFFERENT ROLE AND THE WHOLE
IDEA IS TO EMBED THE
INTERVENTIONS WITHIN A SYSTEM SO
YOU DON'T HAVE THAT BACK
SLIDING.
>> NOW THIS IS MEANT FOR
HOLISTIC ASSESSMENT OF BARRIERS
TO SUPPORT SYSTEMIC
TRANSFORMATION AND HAS SO MANY
TRACKS I'M NOT EVEN GETTING IN
THE DETAILS WHATEVER WE CALL THE
THREE PILLARS.
IF YOU WANT IT KNOW MORE DROP US
A LINE.
WE HAVE SEA CHANGE BIO MEDICINE
AND AWARDS.
THERE'S TWO TRACKS BASED ON
FRAME WORKS SPECIFIC FOR WHAT
THE INSTITUTION OR BIOMEDICAL
ENDEAVOR WOULD LIKE IT DEEP DIVE
INTO.
THE FRAMEWORK IS FOR EN MEDICAL
ENDEAVOR A MEDICAL SCHOOL OR
ACADEMIC CENTER.
IT COLORS THE SAME THEMES OF THE
INSTITUTION AWARD FRAMEWORK BUT
BASED ON THE BIO CONTEXT OF
MEDICINE AND HAVE YOU FACULTY
AND RESEARCHERS IN THE SAME
DEPARTMENT AND ALL HOUSED IN THE
SAME ACADEMIC HEALTH CENTER HOW
IS THEIR EXPERIENCE ON CAMPUS
AND DOES IT DIFFER?
THERE'S THE FOCUS ON MEDICAL
SCHOOL CURRICULUM AND
HIGHLIGHTING BIASES AND
DISMANTLING RACISM AND TAILORED
TO THAT EXPERIENCE.
THE SEA CHANGE INSTITUTIONAL
AWARD TRACK THE FOCUS IS ON THE
POLICIES, PROGRAMS AND THE FOCUS
IS ON DIVERSIFICATION OF FACULTY
IN STEM AND A CHANGE IN
INSTITUTIONAL CULTURE AND THE
WHOLE GOAL OF SEA CHANGE STO GET
INSTITUTIONAL CULTURE TO WHERE
DEIA IS THE NORM.
BOTH TRACKS USE THE SEA CHANGES
AND ITERATIVE PROCESS.
WE ALSO HAVE AN AWARD SYSTEM
MEANT AS RECOGNITION FOR EFFORT
AND MEANT TO SIGNAL TO THE
BROADER COMMUNITY THE THEY'RE
TAKING STEPS BUT THE AWARD
LENGTH IS FIVE YEARS LONG.
THE REASON WE THINK IS WHY IT'S
BEEN SUCCESSFUL IS THAT IT MAKES
THE INSTITUTION REEXAMINE THEIR
PRIORITIES AND CREATE ACTION
PLANS IF THEY WANT TO KEEP THEIR
AWARD OR PROGRESS IN THE AWARD
STRUCTURE BRINGING IT BACK
AROUND TO WHAT WE TALKED ABOUT
BEFORE WHERE DIFFERENT AREAS
WHERE THERE'S KNOWN BARRIERS TO
FACULTY AND OTHER MEMBERS OF THE
CAMPUS FROM MARGINALIZED GROUPS,
THIS IS WHAT WE BASE OUR
CRITER
CRITERIA -- CRITERION GUIDELINE
AND IT'S NOT JUST CULTURE BUT
HOW IS THE CULTURE BEING AND TO
FACULTY FEEL COMFORTABLE WHEN
THEY'RE PAERA PART OF THE DUKE
ENVIRONMENT?
SO IF WE'RE THINK OF SYSTEMIC
TRANSFORMATION AS A PUZZLE I
THINK OF INSTITUTIONAL CONTEXT
AS THE FULL PICTURE AND YOU NEED
TO LOOK AT THE FULL PICTURE
BEFORE YOU KNOW WHERE THE PIECES
WILL GO AND YOU NEED TO LOOK AT
THE FULL PICTURE BEFORE
FOCUSSING ON A SPECIFIC AREA UP
THIS CASE FACULTY COHORT
RECRUITMENT IS AN AREA OF LEVER
OF CHANGE THE INSTITUTION CAN
USE AND WITHOUT EACH PIECE THE
PICTURE NOT COMPLETE BUT AT THE
SAME TIME THE PUZZLE IS NOT MADE
OF A SINGLE PIECE.
YOU CAN'T JUST THINK, GREAT, YOU
HAVE TO LOOK AT THE BIGGER
PICTURE AND PLAY WITH THE MOVING
PARTS.
IF WE WANT TO SEE LASTING CHANGE
WE HAVE TO CONSIDER CONTEXT AND
IMPLEMENT A SUITE OF
INTERVENTIONS TO PROVIDE SUPPORT
FOR SYSTEMIC TRANSFORMATION.
THANK YOU VERY MUCH.
>> THANK YOU, BETH.
YOU AND SHERILYNN SHOULD BE
MARVELOUS AND WE SHOULD HAVE
AMPLE TIME FOR CONVERSATION
AFTER WE'VE HAD AN OPPORTUNITY
TO HEAR FROM OUR REACTANT.
LET ME DO MY FORMAL INTRODUCTION
RATHER THAN BEING IN FORMAL AND
CALLING HER SIMPLY SIBBY.
I LOST MY CHEAT SHEET FOR THE
INTRODUCTION.
DR. SIBBY ANDERSON THOMPKINS.
I'VE BEEN CALLING HER SIBBY.
THE VICE PRESIDENT FOR EQUITY,
DIVERSITY, INCLUSION AND
ACCESSABILITY AND CHIEF
DIVERSITY OFFICER.
BEFORE HER ARRIVAL TO SAWANEE
WAS A SPECIAL ADVISER TO THE
CHANCELLOR AND PROVOST FOR EC
EQUI
EQUITIY, DIVERSITY AND
INCLUSION.
>> THANK YOU FOR SUPERB
PRESENTATIONS.
I DON'T KNOW ABOUT THE AUDIENCE
BUT HEARING BOTH OF THEM IT HAS
ME EXCITED.
IN PART BECAUSE GIVEN MY ROLE AS
A CHIEF DIVERSITY OFFICER, PART
OF WHAT MY ROLE IS TRYING TO DO
IS TO DRIVE INSTITUTIONAL CHANGE
AND TRANSFORMATION AND SO TO
HAVE DR. REUDI LAY THE
FOUNDATION FOR REVIEWING SOME OF
THE LITERATURE RELATED TO
ORGANIZATIONAL CHANGE, I THINK
PROVIDES US WITH A DIFFERENT WAY
OF THINKING ABOUT THIS WORK
INSTEAD OF JUST THINK ABOUT
TACTICS AND INITIATIVES THAT CAN
BE SUCCESSFUL AND BOTH DR. BLACK
AND DR. REUDI OFFER IMPORTANT
LESSONS LEARNED.
EXCITING WORK BEING DONE BOTH AT
AAAS AND DUKE.
S
TO ME THIS IS IMPORTANT BECAUSE
IT SPEAKS TO PRIORITIZING
DIFFERS, EQUITY, INCLUSION AN
ACCESS IN A DIFFERENT WAY AND
MAKE SURE THAT WE ARE LOOKING AT
WHAT DAMION WILLIAMS REFERS TO
IN HIS RESEARCH THIS STRATEGIC
DIVERSITY LEADERSHIP STRATEGY
WHERE WE'RE MAKING DEIA
FUNDAMENTAL TO OUR INSTITUTIONS
AND WE'RE BEING VERY INTENTIONAL
ABOUT CREATING POLICIES,
PRACTICES AND SYSTEMS THAT
ENABLE ALL OF OUR COMMUNITY TO
BE SUCCESSFUL AND IT'S ABOUT NOT
TAKING THE SILOED, SINGULAR
APPROACH TO THE WORK BUT REALLY
CREATING ROBUST INTEGRATED
APPROACHES TO DEIA.
AND YOU HEAR THAT FROM BOTH
DR. BLACK AND DR. REUDI AND
GROUNDING IN EVIDENCE-BASED
DATA-DRIVEN WORK WHERE
ACCOUNTABILITY IS IMPORTANT AND
PARAMOUNT TO THE WORK.
IT'S ABOUT BEING INTENTIONAL AND
NOT JUST BEING REACTIVE.
BUT BEING PROACTIVE AND MAKING
SURE THAT YOU DO A MUCH DEEPER
INTENSIVE REVIEW BEFORE TAKING
ANY ACTION.
AND I ALSO THINK THIS IS ALSO
ALIGNED WELL WITH DAMION
WILLIAMS WORK IN TERMS OF MAKING
SURE THAT THERE'S A HIGH LEVEL
OF CULTURAL INTELLIGENCE.
OUR LEADERS THAT BE DRIVING THIS
WORK AND SUPPORTING FACULTY OF
COLOR BUT ALSO IMPORTANT
PARTNERS ESPECIALLY FOR THOSE OF
US WHO ARE IN CHIEF DIVERSITY
ROLES.
I'M A LITTLE FORMER BIASSED
BECAUSE MY FORMER INSTITUTION
WAS UNC CHAPEL HILL AND IT'S
GREAT IT HEAR OUR PARTNERS DOWN
THE STREET AT DUKE ARE DOING
AMAZING WORK.
IT WAS GREAT TO HEAR THE
CONNECTS DR. BLACK WAS MAKING TO
WHAT IS A PRETTY EXTENSIVE BODY
OF LITERATURE ON TO STUDENT
INITIATIVES THAT HAVE
CONTRIBUTED GREATLY TO INCREASED
DIVERSITY AND EXPANSION OF
PATHWAYS INTO SCIENCE.
BUT TAKING THE HIGH IMPACT
PRACTICES AND APPLYING THEM TO
EQUITY DIVERSITY.
SO I LOVED WHEN DR. BLACK WAS
TALKING ABOUT GOING BEYOND THE
ONE SIZE FITS ALL APPROACH AND
MAKING SURE REALLY PROVIDING
PARTICIPANT THE AGENCY TO GIVE
FEEDBACK AND I APPRECIATED THE
SHE PUSHED US TO THINK BEYOND
WHAT MIGHT BE THE TRADITIONAL
METRICS WE THINK ABOUT FROM R1s
AND HOW WE MEASURE RESEARCH
PROIST -- PRODUCTIVITY AND THE
BENEFITS OF COHORT RECRUITMENT
FOR PARTICIPANTS BECAUSE THERE
IS THIS FOSTERING OF BELONG AND
COMMUNITY.
THERE'S AN OPPORTUNITY TO
SUPPORT BUILDING NETWORKS IN A
FORMAL WAY BUT ALSO GIVING
ENOUGH FLEXIBILITY THAT YOU
FACILITATE OR SUPPORT ORGANIC
RELATIONSHIPS ARE SO IMPORTANT
TO FACULTY OF COLOR.
THERE'S ALSO THE OPPORTUNITY I
THOUGHT WAS SO NOVE --
INNOVATIVE IN WHAT WORKED AND
THE INDIVIDUAL DEVELOPMENT PLAN
AND PROVIDE A WHOLE DIFFERENT
STRATEGY AROUND COACHING AT THE
FACULTY LEVEL.
MOVING BEYOND THE MENTORSHIP AND
PEER SUPPORT CIRCLES WE'VE COME
TO KNOW.
THESE ARE BEST PRACTICES BUT I
REALLY LOVE THE IDEA OF THESE
CULTURALLY AWARE COACHING
OPPORTUNITIES FOR FACULTY OF
COLOR.
AND JUST HAVING THE INITIATIVE
LIKE THE ONE AT DUKE SPEAKS TO
THE INSTITUTIONS AND THE
BENEFITS OF CREATING THESE
STRUCTURES THAT WILL SUPPORT THE
DEVELOPMENT OF THE FACULTY YOU
RECRUIT.
I THINK IT WILL ULTIMATELY
INCREASE THE POOLS OF CANDIDATES
THAT WILL BE TRACTED TO DUKE BUT
I ALSO THINK THE EMPHASIS ON
CAPACITY BUILDING IS CRITICAL.
SO YOU ARE POURING INTO THE
DEANS AND DEPARTMENT CHAIRS AND
FACULTY THAT WILL BE SUPPORTING
THESE FELLOWS AND MAKING SURE
THEY HAVE A HIGHER LEVEL OF
CULTURAL INTELLIGENCE AND THAT
THERE'S A READINESS FOR CHANGE
WHICH CONNECTS TO WHAT DR. REUDI
WAS TALKING ABOUT.
MAKING SURE THERE'S PRE-WORK
DONE BEFORE YOU BRING IN FACULTY
OF COLOR.
I THINK TOO OFTEN WE RUSH AND I
THINK DR. REUDI TALKED ABOUT
THIS, RUSHING TO ADOPT A
STRATEGY OR A TACTIC WITHOUT
REALLY LAYING THE FOUNDATION AND
I SEE DUKE REALLY TAKING THAT
TIME TOE CREATE THE READINESS
AND BUILT THE CAPACITY OF THOSE
WHO WILL BE SUPPORTING THE
SCHOLARS AND MAKING SURE THAT
YOU'RE CREATING AN ECO SYSTEM
THAT IS GOING TO ENSURE THE
SUSTAINABILITY AND SUCCESS LONG
TERM FOR THIS WORK.
I ALSO GOING BACK TO THE
METRICS, PUSHING US TO THINK
DIFFERENTLY AND PUTTING MORE
EMPHASIS ON THE HUMAN IMPACT IS
IMPORTANT.
THE LAST THING I'LL SAY ABOUT
DR. BLACK'S PRESENTATION
PRESENTATION, I'M LOOKING
FORWARD TO HEARING MORE ABOUT
WHAT YOUR COLLEAGUES ARE DOING
AT THE INSTITUTIONAL LEVEL AND
IT'S A WONDERFUL MODEL FOR WHAT
WE NEED TO BE DOING AT OUR
INSTITUTIONS TAKING THE
MULTI-PRONGED APPROACH AND
MAKING SURE THERE'S A LEVEL OF
ACCOUNTABILITY THROUGHOUT THE
INSTITUTION FOR DRIVING AND
LEADING TRANSFORMATION AND
CHANGE AROUND CULTURE AND
CLIMATE.
DR. SALAZAR COULDN'T BE HERE
TODAY BUT PART OF HIS
PRESENTATION WAS RAISING
CONCERNS AROUND THE CHALLENGES
RELATED TO IMPLEMENT IING COHORT
PROGRAMS AND I THINK PART OF
WHAT HE CHALLENGES US TO DO IS
THINK HOW WE'RE DEFINING COHORT
AND HIRING INITIATIVES.
WHAT I'M HEARING FROM COLLEAGUES
IN THIS SESSION IS THAT CAN BE
DEFINED BY EACH INSTITUTION AND
THERE'S A NEED TO DEFINE OR
DESIGN THE INITIATIVES IN WAYS
THAT REFLECT THE CULTURE AND
UNIQUE QUALITIES OF YOUR
INSTITUTION AND YOUR RESEARCH
ENVIRONMENT SO THOUGH THERE ARE
CHALLENGES ESPECIALLY AROUND
RESOURCES, I THINK WE'VE GOTTEN
SOME GREAT IDEAS FROM THIS
SESSION AND HOPEFULLY WE CAN
TALK MORE ABOUT SOME OF THE
INTERNAL INVESTMENTS THAT HAVE
BEEN MADE HOW HAVE SENIOR
FACULTY BEEN SUPPORTED SO THOSE
WHO ARE LEADING THE BLACK THINK
TANK AND WRAP, HOW DO YOU
BALANCE WHAT IS A LABOR OF
SERVICE THAT DISPROPORTIONATELY
FALLS ON WOMEN AND FACULTY OF
COLOR.
I'D LOVE FOR DR. BLACK TO TALK
MORE ABOUT THAT IN TERMS OF
UTILIZING SOME SENIOR FACULTY IN
THE INTERVENTIONS.
"WAS EXCITED TO HEAR
PRESENTATION MODEL OF LEADING
INSTITUTIONAL AND ORGANIZATIONAL
CHANGE.
AND OFTEN TIMES WE'RE NOT
LOOKING AT DEI AS PART OF A
LARGER INSTITUTIONAL CHANGE BUT
MAKE A SYSTEMIC STRUCTURAL
CHANGE IT NEEDS NEEDS TO BE A
PROCESS AND THE INSTITUTIONS ARE
WILLING TO TAKE THE TIME TO
INVEST IN THE SELF-ASSESSMENT
BEFORE JUMPING INTO A TACTIC OF
CREATING OR PUTTING FORTH
PROGRAMS.
AND GAVE A MODEL TO THINK ABOUT
WHETHER IT'S RIGHT FOR YOUR
INSTITUTION AND THINKING ABOUT
THE DEEP WORK THAT NEDZ TO BE
DONE PRU IMPLEMENT AN INITIATIVE
LIKE
COHORT HIRING AND WANT TO
MENTION WHAT WAS MENTIONED IN
TERMS OF BARRIERS.
SHE LOOKS IT ADDRESS SYSTEMS OF
PRIVILEGE AND NORMS AROUND
TENURE POLICIES AND LEAVE
POLICIES.
MAKING SURE WE DO AS
INSTITUTIONS APPLY AN EQUITY
LENS TO OUR POLICIES AND
PRACTICES.
TO REMOVE MANY BARRIERS SHE
TALKED ABOUT.
I'LL PAUSE THERE KNOWING WE HAVE
LOTS OF TIME FOR DISCUSSION AND
I THINK BOTH DR. BLACK AND
DR. REUDI HAVE PROVIDED US WITH
A WEALTH OF INFORMATION WITH
EXAMPLES OF INITIATIVES BUT ALSO
SOME QUESTIONS THAT CAN LEAD OUR
INSTITUTIONS TO BE BETTER
PREPARED FOR REAL SYSTEMIC
CHANGE.
>> THANK YOU SO MUCH.
I'LL ASK DR. REUDI AND DR. BLACK
TO TURN ON THEIR CAMERAS NOW.
I'M GOING TO ASK, IS IT OKAY IF
WE GO BY FIRST NAMES FOR THE
PANEL?
GREAT.
>> I'M SORRY, THE HOST BLOCKED
ME FROM TURNING ON MY CAMERA.
>> THAT'S ME, THE HOST.
>> I THINK SIBBY DID IT FOR
SCHOOL RIVALRY.
>> THEY CAN BE FIERCE.
THOUGH IT SEEMS LIKE WE HAVE A
LOT OF TIME WE ALSO HAVE A LOT
OF QUESTIONS AND NOT SURE
WHETHER WE'LL GET THROUGH ALL OF
THEM BUT WE'LL DO AS MUCH AS WE
CAN.
THE FIRST QUESTION THAT BUILDS
ON SOME OF YOUR LAST WORDS,
SIBBY IS ABOUT HOW MIGHT TACKLE
ISSUES RELATED TO CLIMATE AND
REDEMPTION WHILE ADDRESSING
ISSUES WITH RECRUITMENT
STRATEGIES.
MAYBE I'LL START WITH YOU
>> FOR ME IT'S ABOUT
ACCOUNTABILITY AND INCENTIVIZING
CHANGE AND REALLY MAKING SURE
THAT WE'RE BEING THOUGHTFUL
ABOUT HAVING AN INSTITUTIONAL
STRATEGY AROUND DEIA THAT IS
EMBEDDED THROUGHOUT THE
ORGANIZATION.
SO WE'RE SHARING A FRAMEWORK AND
SHARING KEY LANGUAGE AND SOME
STRATEGIES AND THAT IT NEEDS
TO -- WE NEED TO CHALLENGE OUR
SENIOR LEADERSHIP TO BE DRIVERS
OF THIS AND RECOGNIZE THERE
NEEDS TO BE METRICS TO KEEPING
OUR SENIOR LEADERS ACCOUNTABLE
THAT RELATE TO PAY AND
RE-APPOINTMENTS AND THERE NEEDS
TO BE THAT LEVEL OF STRATEGY AS
WELL.
>> CHARLOTTE, WOULD YOU LIKE TO
ADD TO THAT?
>> IT'S INTERESTING BECAUSE THE
VICE PROVOST I WORK WITH SAY
GREAT PARTNER AND HAS LED A LOT
OF THINGS LIKE REVAMPING OUR
TENURE STANDARDS AND A NUMBER OF
HIRING INITIATIVES BUT HE AND I
ALWAYS TALK ABOUT THIS AND I
ALWAYS SAY, WE CAN MAKE AS MANY
AS SYSTEMIC CHANGES AS WE WANT
BUT IF HUMAN BEHAVIORS DON'T
CHANGE AND GET TO THE ROOT CAUSE
OF WHY ARE WE NOT HIRING PEOPLE
HAVE OTHER INSTITUTIONS AND NOT
ABLE TO DO THIS WORK PRIOR TO
2020 IN A WAY THAT WAS
EFFECTIVE.
IT'S IMPORTANT TO TAKE THAT
AUTHENTIC BRAVE STEP AND SAY
WHERE DO WE ACTUALLY STAND.
NOT DO WE LOOK AT WHAT NEEDS TO
BE CHANGED.
IT GETS BACK TO HUMAN CHANGES
AND BEHAVIOR ARE CHALLENGING.
BUT MY FEAR WITH THIS WORK AND I
ALWAYS TRY TO EMPHASIZE, THERE
HAS TO BE A PARTNERSHIP BETWEEN
STRUCTURAL CHANGES AND HUMAN
BEHAVIORAL CHANGES FOR THIS TO
BE A LONGITUDINAL AFFECT.
WHAT I WOULD URGE THE
INSTITUTIONS LISTENING TO DO IS
USE DATA DRIVEN METHODOLOGIES
AND DO DATA NOT ASSUMPTIONS AND
THEN LOOK AT SAY WHAT ARE THE
BEHAVIORS WE NEED SEE ON THE
GROUND TO MAKE SURE OUR
IDEALIZED NORMS AND VALUES WE'RE
ESPOUSING ARE TRUE FOR THE
PEOPLE LIVING OUT THESE
EXPERIENCES.
TO ME THOSE ARE THE BIGGEST
ISSUES I SEE AND I WILL SEE
INSTITUTIONS SAY WE PUT X AMOUNT
OF DOLLARS INTO HIRING
INITIATIVE Y BUT NOT GETTING
OUTCOME Z AND I LOOK AT IT AND
THEY HAVE THE SIME EMBEDDED
BIASES AND S AND NORMS THEY HAD
PRIOR TO STARTING THAT
INITIATIVE THAT WERE NEVER
ACTUALLY ADDRESSED.
I THINK THE HARD WORK OF THE IN
TER PERSONAL RELATIONSHIPS AND
GROWTH HAS TO BE A PRIORITY TO
MAKE THIS WORK REALIZED.
>> I LOVE EVERYTHING THAT WAS
JUST SAID.
AND I THINK WE TALK A LOT ABOUT
THE BUILDING INSTITUTIONAL
CAPACITY FOR CHANGE AND BUILDING
THE INDIVIDUAL CAPACITY FOR
CHANGE.
IF YOU KNOW YOU WANT TO MAKE A
DIFFERENCE BUT NOT SURE WHERE TO
START AND GROUNDING THAT IN
EVERY MEMBER OF AN INSTITUTION
DEDICATING THEMSELVES TO MAKING
IT AN ENVIRONMENT WHERE EVERYONE
IS ACTIVELY ANTI-RACIST AND
ACTIVELY CALLING OUT ISSUES OF
SEXUAL HARASSMENT.
IF THAT BECOMES THE CULTURAL
NORM FOR THE CAMPUS I THINK IT
WILL MAKE A NICE FEEDBACK LOOP
BETWEEN THE INDIVIDUALS AND
PEOPLE FOLLOWING SUIT FOR WHAT
IS EXPECTED OF THEM.
IT'S TAKEN US HUNDREDS OF YEARS
TO GET OURSELVES IN THE
SITUATION WE'RE IN NOW WITH ALL
THE EMBEDDED BIASES.
ONE THING I ALWAYS TELL
INSTITUTIONS IS THIS WORK TAKES
A LOT OF TIME AND IT WILL TAKE A
LOT OF TIME BEFORE WE SEE
CHANGES AND ONE OF THE REASONS
RECRUITMENT IS SO APPEALING TO
PLACES IS IT BECAUSE IT BUMPS UP
YOUR NUMBERS QUICKLY.
AND SOME THINGS CAN MAKE THE
COHORT RECRUITMENT MOOT BECAUSE
THEY'LL LIKELY ALL LEAVE.
I THINK YOU CAN CONSIDER BOTH
THINGS AT THE SAME TIME.
YOU JUST NEED TO BE TRANSPARENT
AND LIKE SIBBY WAS SAYING,
ACCOUNTABLE.
IT'S IMPORTANT TO TALK TO
FACULTY THAT ARE INCOMING ABOUT
LIKE WE KNOW WE HAVE CHALLENGES.
HERE'S SOME OF THE CHALLENGES WE
KNOW WITH HAVE AND WHAT WE'RE
DOING ABOUT IT AND HERE'S WHAT
WE'RE DOING TO HELP MAKE THE
CLIMATE AND CULTURE OF OUR
INSTITUTION BETTER.
I THINK THAT WILL GO A LONG WAY.
>> ANOTHER QUESTION, AND I'LL
START WITH SHERILYNN FOR THIS
ONE, HOW DO WE PARTNER WITH THE
CITY IN WHICH IT'S LOCATED WHICH
IS NOT APPEALING TO MANY DUE TO
LACK OF DIVERSE PEER SOCIAL
NETWORKS AND SUPPORT.
THAT IS THEY MAY HAVE A FEW PEER
COLLEAGUES BUT SOCIAL SERVICES,
CHURCHES, SCHOOLS, ETCETERA PLAY
NOT BE ENOUGH TO MAKE THE
FACULTY POSITION ATTRACTIVE.
>> THAT'S A GREAT QUESTION.
WE THOUGHT A LOT ABOUT THIS
OURSELVES AND ONE THING AT DUKE
IS EVERYONE'S GONE THROUGH THIS
RECKONING BUT DUKE HAS DONE A
GOOD JOB GOING BEYOND THAT AND
ACKNOWLEDGING THE HISTORY OF THE
COUNTRY AND THE THINGS THAT
HAPPENED AND THOUGHT ABOUT THE
IMPACT THAT WOULD HAVE ON THE
LIVED EXPERIENCE OF SOMEONE WHO
WANTS TO COME HERE.
IT GOES TO BEING CREATIVE AND
THINK HOW YOU FORM COHORTZ.
I THINK FOR SO MANY PEOPLE
THEY'RE STUCK IN THE IDEA THAT A
COHORT IS BASED OFF HIRING X
NUMBER INDIVIDUALS INTO FACULTY
SLOT AND CREATING A COMMUNITY
AROUND THEM BUT I THINK IT CAN
BE DONE BI-DIRECTIONALLY WHERE
YOU CAN LOOK AT THE COMMUNITY
THAT EXISTS AND BOLSTER THAT TO
THE FACULTY CAN THRIVE.
FOR INSTANCE, ONE WAY THE WRAP
GROUP BECAME WHAT IT IS IS
BECAUSE SOME INDIVIDUALS WERE IN
THE DEPARTMENT AND THEY WANTED
TO DO THIS WORK BUT THEY ALSO
WANTED TO DO IT IN A SPACE WITH
CULTURAL FAMILIARITY AND LOOKED
AT SCHOOL AND DISCIPLINE LINES
AND SID HAVEN'T MET YOU BEFORE
AND STARTED REACHING OUT AND
DOING THIS RECRUITMENT EFFORT
AND EVERYONE WAS INTERESTED IN
DOING THIS.
LIKEWISE OUTSIDE THE
INSTITUTION, WE HAVE A ROBUST
OFFICE THAT WORKS WITH THE
INSTITUTION AND THE FACULTY USE
THAT FOR ENGAGED SCHOLARSHIP AND
WORK THAT WAY AND THERE'S THINGS
IN THE COMMUNITY WHERE WE TRY TO
HAVE FACULTY ENGAGEMENT.
SO THE COHORT MAY NOT UST BE
PEOPLE FROM YOUR INSTITUTION IT
MAY BE BROADLY BRINGING IN
PEOPLE FROM DIFFERENT CULTURAL
CENTERS AND RELIGIOUS CENTERS
AND ARTS AND SOCIAL ENGAGEMENT
OPPORTUNITIES.
I THINK THE KEY IS TO UNDERSTAND
THE CONTEXT AND BE HONEST AND
AUTHENTIC AND THINK OF THE
ASPECTS MOST ENTICING TO HAVE
ALLOW SOMEONE TO HAVE A CULTURAL
EXPERIENCE.
>> WOULD YOU LIKE TO ADD ON TO
THAT?
>> I DON'T KNOW HOW TO ADD TO
PERFECTION.
THAT'S A PERFECT ANSWER.
WHENEVER I TALK ABOUT COHORTS OF
INSTITUTIONS THAT ARE DOING THIS
WORK AND I THINK THAT'S AN
IMPORTANT POINT AND I'M
APPRECIATE SHE BRINGS ME BACK TO
THAT IT'S NOT ABOUT RETROFITTING
SOMETHING.
IT'S WHAT IS NEEDED AND WHAT IS
GOING TO MOVE THE WORK FORWARD.
>> WHEN WE TALKED ABOUT SOME
FACULTY HIRING INITIATIVES, ONE
OF THE THINGS I TALKED TO THE
FACULTY ABOUT A LOT IS THE IDEA
WE HAVE TO GIVE VOICE TO THE
PEOPLE WE SAY WE WANT TO HELP
IT'S NOT BRINGING THEM INTO A
SPACE WE WANT THEM TO FIT INTO.
WHEN YOU TRY TO RECRUIT A
FACULTY INTO A SPACE HAVING AN
UNDERSTANDING OF WHO THEY ARE
AND WHAT THEY'D LIKE TO
EXPERIENCE VERSUS YOU MAKE
EXPERIENCES ON WHAT THEY'D LIKE
TO ENGAGE IN AND WHO THEY'D LIKE
TO SPEAK TO AND MAKING THE
RECRUIT PROCESS RECRUIT CENTRIC
INSTEAD OF INSTITUTION CENTRIC.
IT'S IMPORTANT TO SEE THE
FACULTY SEE WE'RE NOT JUST
GIVING LIP SERVICE TO OUR
CULTURE AND SEEING YOUR
AUTHENTICITY WE WANT YOUR
DIVERSE PERSPECTIVE SO WE'RE
ASKING YOU WHAT IT IS.
I THINK THAT'S IMPORTANT IN
PROVIDING AGENCY.
>> SIBBY, WOULD YOU LIKE TO
WEIGH IN?
>> IT'S PRETTY PERFECT.
THE ONLY THING I WILL ADD TO
DR. BLACK'S COMMENTS IS JUST AN
EXAMPLE OF WHAT I THINK IS GOOD
WORK THAT'S BEING DONE AT UNC
CHAPEL HILL FROM OUR RESEARCH
DIVISION WHERE NOW THERE'S A
COURSE FOR RESEARCHERS
SPECIFICALLY ON DIVERSITY,
INCLUSION AND ENGAGING WITH
DIVERSE COMMUNITIES.
PROVIDE TRAINING AROUND RACIAL
EQUITY AND ADDRESS A LONG
HISTORY OF DISRUPT BETWEEN OUR
INSTITUTIONS AND COMMUNITYIES YOU
THINK THAT'S A GREAT STARTING
POINT TO MAKE SURE PEOPLE ARE
EQUIPPED AND NOT JUST USING THEM
AS PARTICIPANTS IN OUR STUDIES
OR COLLECTING THEIR EXPERIENCE
THAT LEAD TO PUBLICATIONS BUT
THINKING MORE ABOUT THE PEOPLE
AND THE RELATIONSHIPS AND HOW WE
CAN COEXIST AND PARTNER AND
COLLABORATE TOGETHER.
>> WE HAVE A COUPLE QUESTIONS
RELATING TO HIRING AND PROMOTION
PROCESS DURING EVALUATIONS HOW
DO YOU BALANCE SCIENTIFIC WORK
WITH COMMITMENT TO DEIA AND
RELATED ACTIVITIES?
THAT'S A GREAT QUESTION AND
SOMETHING SIBBY TOUCHED ON AS
WELL.
IT'S AN APPEAR POINT.
ONE OF THE THINGS THAT OUR
DIRECTOR, DR. SHIRLEY MALCOLM
TALKS ABOUT IS HOW DID WE DEFINE
MERIT IN STEM BECAUSE THE WAY WE
DEFINE SOMETHING AS MERITORIOUS
AND WE TALKED ABOUT THIS, HOW
MANY PUBLICATIONS DID YOU GET
AND WHICH JOURNALS DID YOU
PUBLISH IN AND THE WAY IT'S
GRANT MONEY AND THINGS LIKE
THAT.
THAT REALLY IS AN INSTITUTIONAL
DECISION IN SOME WAYS AND A
DISCIPLINARY DECISION TO SAY
HERE'S WHAT WE VALUE AND WE'RE
GOING TO YOU TENURE AND
COMPENSATION AND IT'S SOMETHING
WE THE INSTITUTIONS AND
DISCIPLINES ARE IN CONTROL OF
CHANGING THAT NARRATIVE AND
DEFINITION OF MERIT.
IUPUI CAME OUT WITH A TRACK FOR
FACULTY RECOGNIZING EFFORTS IN
DEIA AND PART OF THE PROMOTION
AND TENURE PACKAGE.
THAT TYPE OF EFFORT WILL BE
IMPORTANT GOING FORWARD TO MAKE
SURE WE'RE RECOGNIZING THE
COMMITMENT TO EQUITY EVEN IN
HIRING IF YOU USE DIVERSITY
STATEMENTS WHICH THERE'S A LOT
OF BACK AND FORTH WHETHER IT'S
GOOD OR BAD BUT IF THAT'S RIGHT
FOR YOUR CAMPUS THAT'S ONE WAY
YOU CAN TAKE PEOPLE WHO ARE
DEDICATED TO MAKING THEIR WORK
EQUITABLE.
>> IT'S IMPORTANT INSTITUTIONS
REVIEW THEIR TENURE POLICIES AND
EVEN THOUGH MUCH OF THIS IS
DRIVEN BY DISCIPLINES, THIS IS
WHERE THE PROVOST OFFICE CAN
LEAD THIS AND SAY WE NEED TO
FEEL DIFFERENTLY ABOUT EVEN THE
JOURNALS AND HEIGHT INDEX AND
WHAT'S VALUABLE IN TERMS OF WHAT
YOU PUBLISH AND WE JUST GOT
THROUGH TALKING ABOUT THE
IMPORTANCE OF COMMUNITY.
IF WE TRULY WANT TO HAVE
COMMUNITY-ENGAGED RESEARCH HOW
WILL THAT BE JUDGED IN A TENURE
PROCESS?
I THINK IT IS MAKING SURE WE
TAKE AN EQUITY LENS TO OUR
POLICIES SUCH AS TENURE AND I
THINK THAT IS A CONCRETE WAY OF
ULTIMATELY MAKING SOME SYSTEMIC
CHANGES IN WHAT WE VALUE AND
WHAT WE PRIVILEGE AND WHAT WE
GIVE SOME WEIGHT TO IN THE
ACADEMY.
IT BRINGS UP A GREAT POINT OF DO
YOU HOW DO YOU HOLD YOUR
DISCIPLINES ACCOUNTABLE TOO AND
THAT WORK NEEDS TO BE FACILITATE
ED BY OUR PROFESSIONAL
AFFILIATIONS.
AND TO EXPAND ON THE POINT SIBBY
MADE THAT IS CRITICALLY
IMPORTANT BECAUSE I WILL SAY I
KNOW I MENTIONED THIS EARLIER AT
DUKE WE DID A FULL REVISION OF
OUR TENURE STANDARDS
SPECIFICALLY ON THIS TOPIC
AND AND HAVE PRACTICE AND
GUIDELINES HOW TO HANDLE THE
WORK WHICH IS IMPORTANT TO
ELIMINATE BIAS AND WE KNOW
THERE'S A PAPER I BELIEVE FROM
2019 SHOWING IN A LOT OF PAPER
IN GRANT REVIEWS, THERE ARE
DIFFERENT IMPRESSIONS OF WORK
RELATING TO TOPICS, FOR
INSTANCE, AS HEALTH DISPARITIES
AND OTHER TOPICS THAT OFTEN
TIMES MAY BE LED BY FACULTY OF
COLOR AND SO ONE OF THE ISSUES
HERE IS AS THE NOT JUST THIS
WORK BUT UNDERSTANDING WHAT KIND
OF BIASES SUBJECT WISE AND
DISCIPLINARY WISE ARE EXISTING
THAT ARE PREVENTING UNDER
REPRESENTED FACULTY FROM
ADVANCING IN THEIR CAREERS.
SO THIS GETS BACK TO WHAT I
MENTIONED EARLIER ABOUT TRULY
EXAMINING THE ROOT CAUSES MUCH
THE ISSUES VERSUS FIXING THE SAO
SUPERFICIAL LEVEL AND IF THERE'S
AN ASSUMPTION SOME FORM OF
RESEARCH ISN'T AS FUNDAMENTAL AS
ANOTHER THERE NEEDS TO BE A HARD
LOOK IF THAT'S AN EQUITABLE LENS
TO TAKE WHILE REVIEWING
ADVANCEMENT AND PROMOTION
CRITERIA.
IT GOES AT A NUMBER OF LEVELS
AND JUST THINKING ABOUT THE
PROBLEMATIC ASPECTS OF DIVERSITY
AND EQUITY WORK IS ONLY ONE
ASPECT OF FIXING THE ISSUE WITH
THE TENURE SYSTEM.
>> A RELATED QUESTION AND YOU
GUYS ARE TOUCHED ON IT IS THE
QUESTION IS ASKING WHAT'S THE
BEST STRATEGY FOR MITIGATING
BIAS WHEN SELECTING FROM A
DIVERSE POOL OF CANDIDATES.
THIS CAN INCLUDE SELECTING
TALENT ONLY FROM HIGHLY
SELECTIVE R1 INSTITUTIONS.
ANY THOUGHTS THERE?
I GUESS IT'S YOUR TURN TO START,
SHERILYNN?
>> WE CAN TALK ABOUT THIS ALL
DAY.
I'LL TRY TO BE BRIEF BECAUSE I
KNOW MY COLLEAGUES HAVE THINGS
TO SAY TOO.
I WOULD JUST SAY THAT WE WILL
NOT MAKE CHANGES TO THE TENURE
SYSTEM UNTIL WE UNDERSTAND WHAT
WE PERCEIVE TO BE MERITORIOUS,
WHO WE THINK BELONGS IN OUR RANK
AND WHO WE'RE WILLING TO CALL A
COLLEAGUE.
THAT'S IT.
ALL THE REST OF IT TO ME IS
SMOKE AND MIRRORS.
WE CAN HAVE HIRING INITIATIVES
AND PIPELINE PROGRAMS BUT IF A
PERSON FROM X INSTITUTION IS
DOING INTERESTING WORK AND I
DON'T RECOGNIZE THEIR THESIS
ADVISER AND THEY DON'T HAVE A
PAPER BUT LET ME LOOK AT THEIR
DOSSIER AND SEE IF THERE'S
ASPECTS TO CONTRIBUTE TO THE
INTELLECTUAL ASPECTS OF OUR
COMMUNITY THEN WE MIGHT AS WELL
STOP EXPENDING RESOURCE WILL NOT
BE EFFECTIVE.
I THINK WE HAVE TO THINK
HONESTLY AND AUTHENTICALLY ABOUT
THE WAY WE REVIEW MERITOCACACY
AND HAVE TO HAVE AN EVALUATION
OF THE RECRUITMENT PROCESS.
AND I CAN TELL ABOUT EXPERIENCES
I HAVE HAD WHERE PEOPLE MADE
ASSUMPTIONS ABOUT THINGS THEY
THINK ARE IMPORTANT TO ME OR
ASSUMPTION WHAT THEY THINK I MAY
BE INTERESTED IN IN THEIR
INSTITUTION INSTEAD OF BRINGING
MIN -- ME IN AS A SCHOLAR AND A
COLLEAGUE AND THERE'S A FINE
LINE WHERE AN IDENTITY IS A PART
OF MAKE SOMEONE VALUED IN A TRUE
AUTHENTIC SPACE BUT IF YOU'RE
IDENTIFYING SOMEONE AS A
DIVERSITY HIRE OR INITIATIVE
HIRE EVEN REFERRING THEM TO SUCH
IS DEGRADING BECAUSE THAT SAYS I
VIEW YOU AS SOMEONE WE'RE
BRINGING IN THAT IS SEPARATE
FROM OUR NORM.
WE HAVE TO START MAKING THESE
THINGS INTEGRAL PARTS OF OUR
INSTITUTIONS AN DEPARTMENTS AND
SCHOOLS.
THESE CANNOT BE VIEWS AS
SEPARATE ADD-ON MEASURES BUT
VALUES AND EVERY CANDIDATE THAT
COMES THROUGH OUR DOORS NEEDS TO
BE WRITING THIS STATEMENT AND
GOING THROUGH THESE INTERVIEWS
ABOUT CULTURAL AWARENESS AND
BEING ENGAGED IN THESE SORTS OF
MEETINGS.
IT CANNOT BE THIS SPECIFIC GROUP
OF PEOPLE HAVE TO GO THROUGH X
PROCESS AND X NUMBER OF FACULTY
WILL BE INVOLVED.
I THINK IT'S IMPORTANT IF WE SAY
THIS IS AN INTEGRAL PART OF THE
FABRIC OF OUR INSTITUTIONS WE
PUT OUR MONEY WHERE OUR MOUTH IS
AND MAKE THEM UNIVERSAL
PRACTICES SO EVERYBODY BENEFITS
FROM EQUITY AND HIRING.
>> I SEE STRONG AGREEMENT IN
BODY LANGUAGE.
BETH.
>> THAT'S WHAT I WOULD HAVE
SPEND
>> I'M PAYING BETH TO SAY THAT
FOR EVERY QUESTION.
>> THAT'S WHAT'S HAPPENING.
>> AND I APPRECIATE THAT.
>> IT'S PROBABLY THE BEST WAY TO
PUSH BACK WHEN FOLKS SAY IF WE
START PAYING ATTENTION TO ALL
THIS IT'S TAKING OUR FOCUS FROM
THE SCIENCE.
THAT'S ONE OF MY BIGGEST PET
PEEVES TO HEAR SOMEBODY SAY
BECAUSE I DON'T EVEN KNOW WHAT
THAT MEANS.
I ENJOY THAT DUKE LOOKS AT
CULTURE AS PART OF THEIR
SCIENCE.
THAT'S HOW SCHOLARS OPERATE.
WE NEED TO MAKE THE MEMBERS FEEL
VALUED.
>> ONE THING I WANT TO CAUTION
AND IT GOES BACK TO THE EARLIER
COMMENTS FROM OUR PANELISTS,
THERE'S A READINESS SO AS WE'RE
ENGAGING POTENTIAL CANDIDATES I
ALWAYS SAY THERE'S PRE WHAT WE
NEED DO AS INSTITUTIONS DON'T
BRING FACULTY OF COLOR IN TO DO
THE HARD LABOR.
YES, PEOPLE CAN CONTRIBUTE BUT
COULD YOU BRING SOMEONE IN YOUR
HOME AND EXPECT GUESTS TO COME
IN AND CLEAN YOUR HOUSE?
WE BURDEN OUR FACULTY OF COLOR
WITH THE EXPECTATION THEY'LL
COME IN AND BE SCIENTISTS AND
CHIEF DIVERSITY OFFICERS.
WE NEED TO DO THE WORK AND
THERE'S THE REVIEW OF
APPLICATIONS THAT'S PROVEN
HELPFUL IN TERMS OF LIKE THE
BLIND REVIEW.
WE ARE MITIGATING THE BIAS AMONG
MEMBERS OF A COMMITTEE WHEN THEY
SEE SOMEONE RANK SOMEONE LOWER
AND YOU KNOW THEY'RE GOING WITH
WHAT THEIR COLLEAGUE HAS
REFERENCED.
THE BLIND REVIEW ONLY ALLO LOSLLOS LOSLLOS E --
ALLOWS YOU TO SEE YOUR RATING
AND NOT HAVE PRIVY TO OTHERS.
I THINK THERE'S INSTITUTION HAVE
GONE AN EXTRA LEVEL OF MAKING
SURE THAT THERE ARE SOME
INFORMATION ABOUT CANDIDATES IN
TERMS OF DEGREE AND PEDIGREE AND
GENDER ARE CONTROLLED AND SO I
THINK THERE ARE SOME CONCRETE
THINGS THAT CAN BE CONSIDERED
BUT ULTIMATELY IT GOES BACK TO
WHAT SHERILYNN SAID, IF YOU'RE
NOT READY AND IF YOU'RE NOT
WILLING TO MAKE THE CHANGE IT
DOESN'T MATTER WHAT THE
STRATEGIES AND TACTICS ARE.
IT'S A MIND SET SHIFT AND ABOUT
LINING OUR ACTIONS WITH OUR
VALUES OR WHAT WE AS SCRIBE AS
OUR PRIORITIES FOR INSTITUTIONS.
SO UNTIL THAT CHANGE, KNOWLEDGE
OF THE STRATEGIES OR PROGRAMS
ARE GOING TO MAKE THE
DIFFERENCE.
>> A SLARCHL QUESTION WAS ASKED
OF THE PRIOR PANEL BUT IT'S
OBVIOUS A VITAL INTEREST TO
FOLKS AND WE HAVE SOME PEOPLE
WHO WERE ABLE TO MAKE IT FOR
THIS SESSION BUT NOT FOR THE
PRIOR SESSION SO THE QUESTION
HERE IS HOW DO YOU ENCOURAGE
SENIOR FACULTIES AND COLLEAGUES
AND THOSE IN AUTHORITY AND POWER
TO COMMIT TO SUPPORTING FUNDING
THESE INITIATIVES, CHANGES THEIR
APPROACHES, ETCETERA.
THERE'S NO METHOD WRONG SO HOW
DO YOU MAKE THIS HAPPEN?
I'LL START WITH YOU, BETH AND GO
TO YOU, SIBBY AND YOU SHERYL.
>> GREAT.
THIS IS TRICKY BECAUSE IT'S
CHANGING HUMAN BEHAVIOR.
IT'S CHANGING SOME PRETTY
ENTRENCHED HUMAN BEHAVIOR.
I THINK IN SOME WAYS THE CAMPUS
ITSELF CAN BE A LEVER FOR CHANGE
IN THOSE SITUATIONS.
SO I WAS NOTICING WHEN GEORGE
EMPLOYED LOST HIS LIFE THERE
WERE A LOT OF STATEMENTS
RELEASED BY OUR INSTITUTIONS AND
THE ONES THAT WERE NOT GENUINE
OR WERE NOT LIKE BACKED BY
ACTION AND THE MEMBERS OF THE
COMMUNITY CALLED THEM OUT ON
THAT AND THEY SAID WE'RE TIRED
OF THIS AND THEY APOLOGIZED AND
CHANGED THEIR TUNE IN ALMOST ALL
THE CASES AND SAID WELL, LET ME
LISTEN TO WHAT YOU'RE LEADING.
THAT'S ONE OF THE TRULY ONLY
WAYS TO AFFECT CHANGE IS TO HAVE
SOMEBODY SAY THIS IS NOT
APPROPRIATE IN MY LIFE AND DID
NOT HELP ME AND I EXPECT BETTER
FROM YOU AND I WANT TO BE KNOWN
AS A VALUED MEMBER OF THIS
COMMUNITY THAT'S ONE OF THE ONLY
WAYS TO CHANGE AND MAYBE ONE OF
MY COLLEAGUES HAS A BETTER
ANSWER FOR CHANGING HEARTS AND
MINDS.
>> SIBBY.
>> I DO THINK IT'S IMPORTANT TO
ENGAGE PEOPLE, GIVE THEM THE
TRAINING AND EDUCATION THEY
NEED.
I WOULD SAY PROBABLY 50% OF
FOCUS JUST WANT TO DO SOMETHING
BUT DON'T KNOW WHAT AND THERE'S
SOME RESISTERS AND REGARDLESS OF
THE TRAINING AND EDUCATION
THEY'RE NOT GOING CHANGE AND
FROM WHERE I SIT, WE NEED
ACCOUNTABILITY.
WE NEED TO NOT REAPPOINTMENT THE
DEPARTMENT CHANGE NOT MOVING THE
NEEDLE OR WE APPOINT THE DEAN
THAT IS RESISTANT WHO WRITES THE
STATEMENTS BUT DOESN'T FOLLOW-UP
IN ACTION.
WHOSE BEEN TALKING FOR YEARS
ABOUT NOT BEING ABLE TO FIND
QUALIFIED CANDIDATES.
I THINK THERE'S HARD DECISIONS
WE HAVE ARE TO MAKE IF WE TRULY
PRIORITIZE DEIA AND SAY IT NEEDS
TO BE IMPLEMENTED IN OUR
INSTITUTION, WE HAVE TO HOLD
LEADERS ACCOUNTABLE AND WE'RE
NOT DEVELOP IING OR HAVING
INCLUSIVE LEADERS THEN WE NEED
TO MAKE SURE WE ARE FINDING
THOSE PEOPLE AND NOT HOLDING ON
TO PEOPLE WHO ARE BLOCKERS OR
RESISTERS.
>> THANK YOU.
SHERILYNN.
>> IT'S INTERESTING BECAUSE
EVERY SCHOOL IN THE COUNTRY
RIGHT NOW IS REVAMPING THEIR
PROCESSES FOR FACULTY HIRING.
NO ONE WANTS TO TOUCH
LEADERSHIP.
IN TERMS OF HOW WE'RE SELECTING
LEADERS AND APPOINTING LEADERS.
SIBBY IS TURN IN HER CHAIR
BECAUSE SHE WANTS TO STAY AWAY
FROM IT BUT SHE'S RIGHT.
YOU'RE VALUES ARE LAID BUT BY
YOUR ACTION AND EVERY
INSTITUTION HAS A BEAUTIFUL
STATEMENT ON THE WEBSITE AND HOW
MANY ARE WALKING THE WALK AND
LIVING IT AND YOU ASKED FOR A
SPECIFIC STRATEGY FOR MOVING
RETICENT LEADERS.
I'M FACULTY IN THE SCHOOL OF
MEDICINE AT DUKE AND I'M A
SOCIAL NEURAL SCIENTIST.
I'M ASSOCIATE VICE PROVOST.
PEOPLE COME BY ALL THE TIME WITH
DIFFERENT ISSUES AND IF SOMEONE
IS IN A HEAD SPACE WHERE THEY
CAN'T IDENTIFY AN ISSUE OR
BELIEVE IT'S A PRIORITY OFTEN
TIMES IF YOU CAN PROVIDE A
CLEAR-RATIONALIZED EVIDENCE
DRIVEN POINT PEOPLE ARE WILLING
TO LISTEN.
IT DOESN'T MEAN THEY HAVE TO
AGREE AND DOESN'T MEAN THEY'LL
CONTEXTUALIZE IT IN THE SAME WAY
BUT ONE OF THE BIGGEST RISKS
WITH EQUITY WORK IS FOR WHATEVER
REASON WE GO THROUGH 10 YEARS OF
Ph.D. AND POST-DOC TO BECOME
FACULTY, MOST OF US DID, THEN
WHEN IT COMES TO THIS SORT OF
WORK WE THROW ALL OUR RIGOR OUT
THE WINDOW OR FROM WHAT WE HEARD
FROM A WEBINAR WE NEVER TRIED TO
CONTEXTUALIZE THIS IT AND I
STUDY THIS IT AND WE HAVE TO
TAKE THE SAME LEVEL OF RIGOR
WITH THIS WORK WITH ANY OTHER
INITIATIVE OR WORK OR
COLLABORATION WE'RE ENGAGING IN.
FOR ME AS AN INSTITUTIONAL
LEADER, IF SOMEONE COMES TO ME
WITH AN IDEA AND SAYS THIS IS A
COOL IDEA I THINK IT WILL WORK,
I NEED X AMOUNT OF MONEY, I'LL
SAY GREAT, WHY IS THIS SOMETHING
WE SHOULD USE RESOURCES ON WHEN
IT COULD BE USED FOR SOMETHING
ELSE AND I KEEP THE PRACTICALITY
INTO THE LEADERSHIP PRACTICE AND
I THINK ESPECIALLY FOR LEADERS
AND WE KNOW THERE ARE LEADERS
WHO FEEL THEY'RE FACING
COMPETING PRIORITIES I FIND
PEOPLE ARE WILLING TO WORK WITH
YOU IF YOU GIVE THEM A REASON
THAT'S WELL THOUGHT OUT AND DATA
DRIVEN.
CONTINUE TO USE DATA AND LEAN ON
THE EXPERTISE OF PEOPLE WHO
UNDERSTAND HOW TO CONTEXTUALIZE
THE WORK AND YOU'LL BE AMAZED
HOW FAR YOU CAN GET IN MOVING A
LEADER WITH THAT APPROACH.
>> ALL THOUGHTFUL RESPONSES I'M
GOING TO JUMP IN MIND AS IF I'M
A PANELIST SOME THINGS WE'RE
DOING AT NIH IN TERMS OF TRYING
TO BE DATA DRIVEN.
THROUGH THE UNITE INITIATIVE
WE'VE SEEN DIFFERENCES IN
DISTRIBUTION OF STAFF BY
RACE/ETHNICITY AND THERE'S
DIFFERENCES IN VIEW POINTS ON
THE FEDERAL EMPLOYEE VIEW POINT
SURVEY AND THAT'S HEMP TO DRIVE
THINGS GOING FORWARD.
IN FACT, IT'S A WONDERFUL TIME
TO BE AT NIH IN THIS AREA
BECAUSE EVERYTHING IS ALIGNED.
THE LEADERSHIP, THE EXECUTIVE
ORDERS COMING TO US FROM THE
ADMINISTRATION FOR THIS FISCAL
YEAR THERE'S A PERFORMANCE
EXPECTATION FOR EVERY LEADER IN
DIVERSITY, EQUITY, INCLUSION AND
ACCESSIBILITY.
IF IT'S IN THE CENTER DIRECTOR'S
PERFORMANCE EXPECTATION IT GOES
EVERYBODY ELSE BECAUSE IT HAS TO
ROLL UP TO MAKE THAT PERSON
SUCCESSFUL AND A COMPONENT IS
THE EXPECTATION EVERY INSTITUTE
AND CENTER WILL DEVELOP A RACIAL
AND EQUITY PLAN BY APRIL 1.
IT WILL BE REVIEWED BY THE
DIRECTOR AND PRINCIPLE DEPUTY
DIRECTOR AND PROVE TO BE
IMPLEMENTED STARTING MAY 1 AND
REVISED ON AN ANNUAL BASIS
DEPENDING ON WHAT THE DATA SHOWS
AND WHAT THEY LEARN IN GOING
THROUGH THAT PROCESS.
I'M PROUD OF MY COLLEAGUES THEY
HAD THE COURAGE TO GO FORWARD IN
THIS DIRECTION.
WE HAVE A QUESTION HOW DO YOU
MAKE NECESSARY CHANGES WITH NIH
METRICS OF REVIEW AND ARE THERE
SUGGESTIONS HOW TO FRAME IT AND
ARE THERE PLANS TO RETHINK THE
METRICS CONSIDERED.
THIS IS A QUESTION FOR ME.
IT'S BEEN INTERESTING TO SE
WHAT'S HAPPENING IN THE CENTER
FOR SCIENTIFIC REVIEW BECAUSE
THEY'VE BEEN LOOKING AT THE DATA
AND THE PEOPLE ON THE REVIEW
PANELS AND THE SCIENTIFIC REVIEW
OFFICERS.
WHAT IS HAPPENING WITH THE
SCORING AND HAVE THEY DONE
THINGS WITH EXPERIMENT WITH
ANONYMIZATION OF GRANTS LOOKING
FOR DIFFERENCES IN OUTCOMES AND
I'D REFER EVERYONE TO MOLECULAR
BIOLOGY OF THE CELL THEN
JANUARY 2021 ISSUE WHERE THERE'S
BEEN A REPORT SINCE 2011 AND ALL
THE THINGS THAT HAVE EVOLVED AND
THE PERSPECTIVE IT'S NOT
NECESSARILY REVIEW THAT'S THE
ISSUE HERE AND LOOK AT THE
CENTER FOR SCIENTIFIC REVIEW AND
LOOK AT DONNA GINTER'S
COMMENTARY.
THERE'S A LOT OF WORK TO DO.
WHEN YOU LOOK AROUND THERE'S NOT
THE DIVERSITY YOU WOULD EXPECT
GIVEN WHO'S IN THE SCIENTIFIC
WORKFORCE BUT THERE'S NICE
MOMENTUM BEGINNING TO DEVELOP
BUT HOPEFULLY IT WILL BE
SUSTAIN.
YOU'RE RIGHT, MAKE FOR
BEHAVIORAL AND INSTITUTIONAL
CHANGE SAY LONG HARD PROCESS.
SO SINCE, WE'RE IN OUR LAST 10
MINUTES I'LL GO BACK AROUND AND
GIVE YOU EACH THREE MINUTES TO
SUMMARIZE THE BIG TAKEAWAY AND
PERHAPS RECAP WHAT YOU'D LIKE
PEOPLE TO IT GET FROM THIS.
WHO WOULD LIKE TO BEGIN?
I'LL LET YOU VOLUNTEER.
>> JUST TO REITERATE, MY MAIN
POINT IS TO LOOK AT CONTEXT
HOLISTICALLY AND I LOVE
EVERYTHING SHERILYNN SAID ABOUT
DATA-DRIVEN DECISION MAKING
THEY'RE IMPORTANT FOR CONTEXTUAL
CONTEXTUALIZING ACTIONS YOU TAKE
ON YOUR CAMPUS TO MOVE THE
NEEDLE FINALLY.
AND I'D MAKE A PITCH TO ANY
INSTITUTION INTERESTED IN
LEARNING ABOUT OUR FRAMEWORK
FROM SEA CHANGE, PLEASE FEEL
FREE TO GET IN TOUCH AT
SEACHANGE.AAAS.ORG AND WE WON'T
ADAPT IT -- WE NEED TO LOOK AT
THINGS IN A MORE COMPREHENSIVE
WAY.
>> FROM WHERE I SIT THERE NEEDS
TO BE ALIGNMENT WITH THE
INSTITUTIONAL PRIORITY FIVING OF
DEI.
-- PRIORITIZING OF DEI.
IT'S IMPORTANT YOU HAVE
LEADERSHIP THAT IS GOING SUPPORT
ANY MOVEMENT IN THIS AREA AND
IT'S IMPORTANT WE LOOK AT
POLICIES AND PRACTICES AND I
LOVE WHAT BETH PUT UP IN TERMS
OF THE BARRIERS.
IT'S CRITICAL THAT WE THINK
ABOUT WHO MAY BE UNINTENDEDLY
HURT OR HINDERED BY THESE.
THERE'S GOT TO BE AN INTEGRATED
APPROACH TO DEI AND YOU SEE THAT
EVIDENCED IN THE EXAMPLES OF
INITIATIVES AND IT'S IMPORTANT
THERE'S A STRATEGY THAT CONNECTS
AND INTEGRATES EFFORTS WITHIN AN
INSTITUTION.
I ALSO THINK WE'VE GOT TO MOVE
FROM SYMBOLIC GESTURES TO DEEP
INTENSIVE WORK AND CLEARLY FROM
DR. BLACK'S WORK, THE EDUCATION,
THE INVESTMENT AND WORKING WITH
FACULTY OF COLOR IS CRITICAL.
>> I'M GLAD BETH AND SIBBY WENT
BEFORE ME BECAUSE THEY COVERED
THE POINTS AND I WROTE DOWN
BULLETS SO I DON'T EXCEED YOUR
TIME LIMITATION RATE.
FIRST CHALLENGE YOURSELF TO GET
BELOW THE SURFACE.
IF YOU'RE GOING TO TALK ABOUT
IMPLICIT BIAS FIND OUT WHAT
BIASES YOUR FAC OUT HAVE AND GET
INTO THE WEEDS IF YOU WANT TO
MAKE BEHAVIORAL CHANGE.
THE SECOND THING SIBBY MENTION
THE IMPORTANCE OF THE COMMITMENT
OF LEADERS.
I WOULD NOT BE EMPOWERED TO DO
MY WORK AT THIS STAGE IN THE
LEADERSHIP ROLE IF NOT FOR THEM
EMPOWERING KNOW DO IT.
EVEN IF IT'S SOMETHING THEY MAY
NOT HAVE EXPERTISE IN THEY
POSITIONED PEOPLE WHO ARE THE
APPROPRIATE CHANGE AGENT TO
ACCOMPLISH THE EDUCATIONAL
GOALS.
ENCOURAGING YOUR LEADERS TO
THINK OUTSIDE THE BOX AND
PUSHING TOWARDS THE EQUITY
ESPOUSED AN ALL THE VALUES.
GIVE AGENCY TO THOSE YOU SEEK TO
HELP.
MAKING SURE AS WE TALK ABOUT THE
COHORT PROGRAMS, THESE ARE NOT
JUST IDEAS THAT YOU PULL FROM
SCHOLARSHIP OR TRY TO COPY AND
PASTE FROM ANOTHER SCHOOL.
TALK TO THE UNDER REPRESENTED
FACULTY AND ADDRESS THE NEEDS IN
YOUR CLIMATE AND ADDRESS THOSE
HONESTLY AND FULLY BEFORE YOU
BRING PEOPLE IN.
IF YOU CANNOT ADDRESS THEM FULLY
BE HONEST WITH THE PEOPLE YOU'RE
TRYING TO HIRE WHAT THE
CHALLENGES WILL BE.
GIVE AGENCY TO THE UNDER AREN'TS
FACULTY TO MAKE CHOICES BEST FOR
THEM AND THE LAST THING, DON'T
ARE ESTIMATE THE WILLINGNESS OF
YOUR PEERS TO ENGAGE IN THIS
WORK.
PEOPLE ASK ME ABOUT PUSHBACK AND
THERE'S DIFFERENCES OF OPINIONS
AND YOU HAVE TO WORK THROUGH
THAT MOVING FROM A HOMOGENOUS TO
A HETEROGENEOUS GROUP.
WHEN I FIRST STARTED DEVELOPING
THE SHORT COURSES OF DUKE WE'RE
TALKING FULL PROFESSORS SITTING
THROUGH 12 HOURS OF ME LECTURES
IN 150 IN EACH COHORT GIVING
RAVE REVIEWS.
IF YOU GIVE OPPORTUNITIES WHERE
FACULTY TO LEARN AND BE PART OF
THE CHANGE, THEY WILL COME.
I WANT TO LEAVE ON THAT
EMPOWERING NOTE.
DON'T MAKE ASSUMPTIONS YOUR
COLLEAGUES ARE NOT INTERESTED OR
CAN'T RISE TO THE CHALLENGE.
PROVIDE THE RESOURCES TO BUILD
CAPACITY AND SEE WHAT THEY CAN
DO.
>> THAT IS WONDERFUL AND A GREAT
WAY TO END AN INFORMATIVE
AFTERNOON.
I WANT TO THANK DR. SIBBY BLACK
AND DR. THOMPSON AND DR. REUDI
FOR A GREAT SET OF PRESENTATIONS
AND DISCUSSION.
I WANT TO THANK YOU, THE
AUDIENCE, FOR SPENDING THIS
AFTERNOON WITH US.
FOR THOSE IN THE BETHESDA AREA,
IT'S 71 DEGREES OUTSIDE SO WE'RE
DEFINITELY GOING TO GIVE YOU THE
GIFT NOT ONLY OF THE 45 MINUTES
THAT WAS SUPPOSED TO BE ADDED
BUT AN EXTRA THREE MINUTES
BECAUSE WE'RE GOING TO END THE
SESSION THREE MINUTES EARLY.
THANK YOU ALL VERY MUCH.
LOOK FORWARD TO SEEING YOU
TOMORROW.
WE'LL START AGAIN AT 12:00
EASTERN TIME FOR PEOPLE TO START
SIGNING ON.
THANK YOU SO MUCH.