we sometimes call residents or
trainees,” Bradford said. “We’re
also extremely committed to
faculty development, so I think
we’re all learners because we’re
all striving to improve.”

Strategic planning for the

department has been a priority
of Bradford’s since she took
the position. She and her team
created five “pillars”— education,
people,
discovery,
care
and

service— that now guide the
academic mission of the Medical
School.

“We came up with this mission

and strategic framework, which
is that the University of Michigan
Medical School will transform
health
through
bold
and

innovative education, discovery
and service, and we’ll do that in
a vibrant and inclusive learning
community,
with
enabling

resources and infrastructure,”

Bradford told the body.

Bradford then opened the

conversation
up
to
SACUA,

asking for their suggestions on
how to best engage with the
community and improve their
overall strategic plan.

SACUA
vice
chair
Ruth

Carlos, professor of radiology,
mentioned different strategies
may work better in different
situations. More sensitive topics
like conversations on diversity,
race and equity require different
outreach methods, as people
are often more reluctant to talk
about them.

“I believe it’s contextual,”

Carlos said. “What we want to
share, and the information we’d
like to get back really depends
on the topic and the sensitivity
of the topic … It’s challenging
to come up with a single
recommendation and in many
instances, the stakeholders we’d
like to engage don’t know they’re
stakeholders. They don’t know
they can be engaged.”

Bradford agreed, sharing that

Diversity, Equity and Inclusion
efforts have been very robust
at the Medical School. Each
department within the school
has a diversity unit, and implicit
bias has been a major target of
these units recently. According
to Bradford, over 6,000 members
of Michigan Medicine have done
unconscious bias training.

This
segued
into
a

conversation
about
wellness

and civility among the Medical
School
community.
Wellness

is a growing concern among
academic medical centers, and
something Bradford and her
team have been paying close
attention to in the past year and
a half.

“Our goal is to prevent and

protect against burn out in the
workplace environment, and it’s
really for the entire workforce,
we really wanted to make sure
that there was nobody that was
not included,” Bradford said.

When Bradford opened the

conversation to suggestions
from
the
Committee

again, SACUA member Joy
Beatty, associate professor
of management studies at
U-M Dearborn, asked how
the Medical School was
addressing issues of civility
in their community.

“Civility is how we treat

each other, and wellness
is ‘are we well,’” Bradford
clarified. “So when we began
to put them together, we
thought, perhaps correctly
or incorrectly, that lack of
civility could be related to
lack of wellness. And I think
where we’re thinking right
now is that there is overlap,
but they’re two separate
issues, so we need wellness
tactics and we need separate
civility tactics.”

SACUA member Stefan

Szymanski,
professor

of
kinesiology,
steered

the
conversation
back

to
wellness,
saying
the

pressure to always be one
of “the leaders and best”
might contribute to a faculty
burnout at the University.

“We talk about being victors,

leaders, the best and I think for
many people that can create
discontinuity,”
Szymanski

said. “People don’t get up every
morning feeling like a victor, a
leader or the best, necessarily,
and
our
expectations
are

constantly saying ‘this is what
we are.’ I think that places a lot of
stress on individuals.”

But
on
the
other
hand,

Bradford said she found through
her research that meaning and
purpose could be an antidote to
lack of wellness in a community.

“If you come to work and

make a positive difference in
the lives of patients, families,
the organization, whatever it
is, that actually can be a really
good prevention and help you
maintain and keep wellness,”
Bradford said. “But I think what
you’re referencing is we can’t
all be superstars, so it’s about
making room in the organization
for everyone to make a positive
impact and a difference, and
when things are not going well,
what resources are available.”

The Committee rounded out

the discussion with a question
from
SACUA
member
Neil

Marsh, professor of biological
chemistry. Marsh wanted to
know how Bradford viewed the
relationship between the basic
science departments and the
clinical
science
departments,

and how she plans to improve it.
He said he has felt a large divide
between the two disciplines at
the University.

Bradford,
the
previous

chair of the Department of
Otolaryngology, which housed
the Kresge Hearing Institute, a
basic sciences department, has
spent many years trying to foster
the relationship between the
two groups. She said she hasn’t
yet found a perfect answer to
Marsh’s question.

“Our
teams
are
working

very hard to hold (the two)
together,” Bradford said. “It’s an
opportunity and a challenge …
I think we need to find forums
and avenues for meaningful
collaboration
and
win-win

situations.”

2 — Tuesday, January 30, 2018
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