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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