Diversity Community Conversation
Marc Nivet, Ed. D.
Chief Diversity Officer, AAMC
April 4, 2011
Now is a rare moment in time to think critically…adding inclusion piece instead of just tolerance…
Innovation in health care delivery
Put diversity into the strategic plan…
- All diversity should mean is differences…define broadly
- Culture of inclusion
- Fuel that animates and makes use of diversity is organizational performance improvement.
- Have to be innovative
- Does diversity and inclusion accelerate the path to excellence? YES
- Previously we were limited to symbolic frame
- Social justice, the right thing to do was why we wanted diversity
- Now, can we ask a different question?
- Can we harness diversity to improve our work outcomes?
- Need metrics and capacity
- Leadership capacity
“Changing the face of medicine”…demographic changes only…not the outcome we really care about
Beyond race and ethnicity now
Lagging indicator…improving the health of the country
- Broad determinants of health
- Broadening what we think about as health
- Looking at the science of delivery and community engagement…the full spectrum
Scott Page…The Difference
An economist…research of putting different people in groups…leading to a better cognitive outcome despite initial troubles of engagement in small group
Symbolism is important – don’t ignore those prior goals – but do more
- What to do?
- Question why we are passive recipients of what comes to us….
- Think of the supply chain not just a pipeline…supply chain management
- (Importance of algebra in the 7th grade)
- Though we won’t be rewarded for that work directly, it will improve outcomes
Admissions work….there is a line whether written down or not…consider holistic interviews after the cut (for example, 24-34 on MCAT all become graduates – could we benefit from more 20s than 30’s?)
- Measure of an excellent institution to take lower and make great
- We fool ourselves into calling ourselves excellent when what enters is excellent…we are measuring the wrong thing
- We should try to recruit who has the capacity to be an excellent physician….not who can get out of our schools
- Meet our mission…customize who we take beyond scores
- Celebrate different successes – best in breed
- Meeting their mission should be viewed as fantastic (ex: Morehouse vs. Stanford, very different goals, both can be superb based on success achieving their goals)
- Processing is the goal of medical education…taking complex information
- Regurgitating information is not going to work
- Try to assess who can think
Problems posed to groups..teaming to solve a problem, invitational rhetoric
- Comparing to state population..is that a reasonable goal, too low, too high?
- Population parity doesn’t hold in supreme court decision with Michigan
- Not a goal
- Merely population parity is the mindset of racial concordance…AA patients need AA doctors….that doesn’t make sense
- Done with best intentions but doesn’t make sense
- Limits the argument of differences
- Team based sciences literature shows diversity helps
Qualitative difference we are trying to prove occurs….
Vibrancy is a goal
- Improve the atmosphere for faculty diversity
- Instead of recruitment and retention move to “attraction and thriving” – how do we attract people and make sure they thrive
- Gas mask phenomenon…we give people skills to function in a toxic environment. Instead, fix the toxicity so you don’t need a gas mask.
- Climate survey – usually shows minorities to be unhappy because they are not inoculated
- Should do a culture survey….why do you feel what you feel
- “You remind me of me 20 years ago”….leads to academic career…the importance of role models
- Think about it early in their career
- Problem of role models that say “don’t do what I do”
- Become more proactive in recruiting faculty earlier