scholarly journals Clinical Scholars: Making Equity, Diversity and Inclusion Learning an Integral Part of Leadership Development

2021 ◽  
Author(s):  
Kathleen Brandert ◽  
Giselle Corbie-Smith ◽  
Rachel Berthiaume ◽  
Melissa Green ◽  
Claudia S.P. Fernandez
Keyword(s):  
Leadership Development ◽  
Core Competencies ◽  
Leadership Competencies ◽  
The United States ◽  
Wicked Problem ◽  
Leadership Skill ◽  
Skill Sets ◽  
Health And Wellbeing ◽  
Diversity And Inclusion ◽  
Deep Focus

The plethora of persistent and pervasive health inequities in the United States is a Wicked Problem which threatens the health and wellbeing of all people. To dismantle them is no easy task, and requires a health care workforce practiced in leadership skill sets embracing a deep focus on areas of equity, diversity and inclusion (EDI). This chapter describes how the core competencies and curriculum of the Clinical Scholars Program have been designed to offer this set of skills. To start, the program’s foundational set of 25 competencies cover four domains (Personal, Interpersonal, Organizational, and Community & Systems) and include both more traditional leadership competencies as well as contemporary competencies focused on equity, diversity, and inclusion. The curriculum takes the set of 25 leadership and EDI competencies and breaks them down into learning sessions where participants listen, practice, and apply the ideas, behaviors, and mindsets. The leadership core and the EDI core of the curriculum exist both in tandem and in unison to provide the full Clinical Scholars experience. At times, sessions focus on one core or the other, and at times, both leadership and EDI are present in the learning of a session. Example learning sessions for each core and the weaving of the cores together are provided. Four challenges to creating an equity-centered leadership program are identified: 1. The personalized nature of the journey of self-development; 2. Shifting Mindsets and Skill Sets; 3. Piloting an evidence-based curriculum on EDI; and 4. Maintaining engagement with participants over time and across distance. A set of top recommendations for weaving EDI and Leadership learning are also offered. The chapter details the importance of meaningfully focusing on EDI when tackling modern, wicked problems.

scholarly journals Clinical Scholars: Effective Approaches to Leadership Development

2021 ◽  
Author(s):  
Claudia S.P. Fernandez ◽  
Giselle Corbie-Smith ◽  
Melissa Green ◽  
Kathleen Brandert ◽  
Cheryl Noble ◽  
...  
Keyword(s):  
Leadership Development ◽  
Health Equity ◽  
Health Care Professionals ◽  
Action Learning ◽  
Leadership Competencies ◽  
Wicked Problem ◽  
Training Cohort ◽  
Interprofessional Teams ◽  
Systems Learning ◽  
Change Leaders

The Clinical Scholars (CS) National Leadership Institute (CSNLI) equips interprofessional teams of health care professionals through equity-centered leadership training, preparing them to be change leaders working to advance health equity in communities across the US and its territories. At the time of this writing, four cohorts consisting of 131 Fellows from 14 different disciplines, participating in 36 different teams of two to five members are working on “Wicked Problem Impact Projects”, an implementation science-based approach to action learning projects. This chapter reports on the design of the 3-year CS experience, the onsite and distance-based training support, and the subsequent learning responses of 98 participants, 30 of whom had completed the 3-year training (Cohort 1), 34 of whom had completed 2-years of the training (Cohort 2), and 34 who had completed 1-year of the training (Cohort 3). The training program is guided by 25 competencies that weave leadership and equity throughout, which are divided into four families: Personal, Interpersonal, Organizational, and Community & Systems. Learning outcomes indicated that Fellows are highly satisfied, with all participants rating their experience at 6.10-6.77 on a 7-point scale across all sessions, all years. Retrospective pre-and post-tests assessed learning gains on the competencies, indicating statistically significant changes from baseline to midpoint in participant knowledge, attitude, use, and self-efficacy in each of the 25 competencies and large and significant gains by competency family. The Clinical Scholars Program presents an in-depth, longitudinal, state-of-the-art approach to promoting the cultivation and development of a large and sophisticated set of skills that intentionally integrate leadership competencies with a focus on health equity. Taken together, these outcomes show how a logical and structured process, using widely available tools, can contribute to both learning and implementation of skills that lead to real world impacts in communities. Given the results reported at the close of their Clinical Scholars experience, the data suggest that investing in robust, intensive leadership development of interprofessional teams is a smart decision for impacting the culture of health in communities nationwide.

Integrating Social Entrepreneurship Literature Through Teaching

2021 ◽  
pp. 251512742110219
Author(s):  
Angela E. Addae ◽  
Cheryl Ellenwood
Keyword(s):  
Social Entrepreneurship ◽  
Social Impact ◽  
Core Competencies ◽  
Entrepreneurship Education ◽  
Growth Strategies ◽  
Social Entrepreneurs ◽  
Skill Sets ◽  
Academic Literature ◽  
The Social ◽  
Social Sectors

As boundaries between the business and social sectors dissolve, social entrepreneurship has emerged as a phenomenon that bridges two worlds previously divided. Now, social entrepreneurs embrace market-based tools to address society’s greatest challenges. Coinciding with the growth of the sector, students and researchers have sought to understand development, growth strategies, and the practical challenges related to social entrepreneurship. In turn, universities have bolstered social entrepreneurship education by creating academic offerings that emphasize business, social impact, and innovation. Still, social entrepreneurship education remains in its infancy. Courses are as varied as the field itself, and instructors routinely rely on their professional backgrounds and networks to develop curricula that explore the field’s multifaceted character. Thus, social entrepreneurship courses are diverse across disciplines, and the academic literature theorizing the phenomenon is similarly emergent. As social entrepreneurship courses combine theoretical insights with experiential learning in a myriad of ways, aligning theoretical insights with necessary core competencies presents a challenge. To address this dilemma, we highlight the importance of employing theory-driven concepts to develop core competencies in social entrepreneurship students. In doing so, we review key threshold concepts in the social entrepreneurship literature and suggest how instructors might link theoretical insights to practical skill sets.

Renewed Activism for the Labor Movement: The Urgency of Young Worker Engagement

2018 ◽  
Vol 45 (4) ◽  
pp. 391-419 ◽  
Author(s):  
Maite Tapia ◽  
Lowell Turner
Keyword(s):  
Leadership Development ◽  
Labor Movement ◽  
Industrial Relations ◽  
The United States ◽  
Labor Movements ◽  
Right Wing ◽  
Young Workers ◽  
The United Kingdom ◽  
Movement Building

In this article, the authors consider the findings of a multi-year, case study-based research project on young workers and the labor movement in four countries: France, Germany, the United Kingdom, and the United States. The authors examine the conditions under which young workers actively engage in contemporary labor movements. Although the industrial relations context matters, the authors find the most persuasive explanations to be agency-based. Especially important are the relative openness and active encouragement of unions to the leadership development of young workers, and the persistence and creativity of groups of young workers in promoting their own engagement. Embodying labor’s potential for movement building and resistance to authoritarianism and right-wing populism, young workers offer hope for the future if unions can bring them aboard.

scholarly journals Leadership Development in Ophthalmology: Current Impact and Future Needs

2021 ◽  
Vol 13 (01) ◽  
pp. e32-e39
Author(s):  
Sean T. Berkowitz ◽  
Janice C. Law ◽  
Paul Sternberg ◽  
Shriji Patel
Keyword(s):  
Leadership Development ◽  
Ethnic Diversity ◽  
The United States ◽  
Outcome Data ◽  
Emerging Leaders ◽  
Cross Sectional ◽  
Leadership Development Programs ◽  
Prior Literature ◽  
Four Levels ◽  
Female Scientists

Abstract Importance There is a lack of peer-reviewed literature on leadership development programs (LDP) in ophthalmology. Research into LDP demographics, outcomes, and methodology is needed. Objective The aim of the study is to evaluate the extent to which LDPs targeting ophthalmologists meet the needs of emerging leaders. Design The design type of the study is cross-sectional analysis. Setting This study involves international setting. Participants The participants involved were ophthalmologists at any career level. Methods Routine internet search was used to identify LDPs targeting ophthalmologists. LDPs identified were categorized by the outcome data available into four levels based on prior literature. Participants were assessed using previously validated software for gender (Gender-API, 2020) and race or ethnicity (NamSor, 2020) Results Nine programs were identified which were classified into LDP generations. The first LDP in ophthalmology was the American Academy of Ophthalmology (AAO) LDP, which served as the nidus for the formation of four multinational LDPs, together forming the Global LDP. These LDPs were similar in size and scope; program size ranging from nine to 30 participants; a length of 1 to 2 years; with similar curricular offerings; with funding primarily derived from cost-sharing with a nominating society. The second generation of ophthalmology LDPs in the United States has targeted female scientists or faculty (Women's LDP by ARVO) and academic ophthalmology leaders (Academic LDP by Association of University Professors of Ophthalmology).The AAO's LDP appears increasingly diverse with approximately 13% women at inception, gradually increasing from 40 to 65% women in the last 5 years (n = 389). There has also been a notable increase in ethnic diversity. Conclusion and Relevance AAO LDP is the preeminent leadership training program for ophthalmologists, and it has influenced the creation of a new generation of LDP offerings. There remains a paucity of LDP evaluation metrics and reported outcomes. Newer iterations are successfully targeting academic leadership and attempting to address known disparities in gender and race or ethnicity. Further expansion of LDPs and related research can ensure equity and diversity in the pipeline.

Valuing Diversity and Inclusion in Healthcare: Pathways to Equip Workforces in the Post-COVID-19 New Normal (Preprint)

2021 ◽  
Author(s):  
Jiban Khuntia ◽  
Xue Ning ◽  
Wayne Cascio ◽  
Rulon Stacey
Keyword(s):  
United States ◽  
Health System ◽  
Health Systems ◽  
The United States ◽  
Mediating Effect ◽  
New Normal ◽  
Diversity And Inclusion ◽  
Healthcare Workforce ◽  
The Us ◽  
Service Oriented

BACKGROUND The COVID-19 pandemic, with all its virus variants, remains a serious situation. Health systems across the United States are trying their best to respond. The healthcare workforce remains relatively homogenous, even though they are caring for a highly diverse array of patients (6-12). It is a perennial problem in the US healthcare workforce that has only been accentuated during the COVID-19 pandemic. Medical workers should reflect the variety of patients they care for and strive to understand their mindsets within the larger contexts of culture, gender, sexual orientation, religious beliefs, and socioeconomic realities. Along with talent and skills, diversity and inclusion (D&I) are essential for maintaining a workforce that can treat the myriad needs and populations that health systems serve. Developing hiring strategies in a post-COVID-19 “new normal” that will help achieve greater workforce diversity remains a challenge for health system leaders. OBJECTIVE Our primary objectives are (1) to explore the characteristics and perceived benefits of US health systems that value D&I; (2) to examine the influence of a workforce strategy designed to balance talent and D&I; and (3) to explore three pathways to better equip workforces and their relative influences on business- and service-oriented benefits: (a) improving D&I among existing employees (IMPROVE), (b) using multiple channels to find and recruit a workforce (RECRUIT), and (c) collaborating with universities to find new talent and establish plans to train students (COLLABORATE). METHODS During February–March 2021, we surveyed 625 health system chief executive officers, in the United States, 135 (22%) of whom responded. We assessed workforce talent and diversity-relevant factors. We collected secondary data from the Agency for Healthcare Research and Quality’s (AHRQ) Compendium of the US. Health Systems, leading to a matched data set of 124 health systems for analysis. We first explored differences in talent and diversity benefits across the health systems. Then, we examined the relationship between IMPROVE, RECRUIT, and COLLABORATE pathways to equip the workforce. RESULTS Health system characteristics, such as size, location, ownership, teaching, and revenue, have varying influences on D&I and business and service outcomes. RECRUIT has the most substantial mediating effect on diversity-enabled business- and service-oriented outcomes of the three pathways. This is also true of talent-based workforce acquisitions. CONCLUSIONS Diversity and talent plans can be aligned to realize multiple desired benefits for health systems. However, a one-size-fits-all approach is not a viable strategy for improving D&I. Health systems need to follow a multipronged approach based on their characteristics. To get D&I right, proactive plans and genuine efforts are essential.

Supervision face-to-face contacts: the emergence of an intervention

2017 ◽  
Author(s):  
Heather Toronjo ◽  
Faye S. Taxman
Keyword(s):  
The United States ◽  
Effective Practices ◽  
Management Approach ◽  
Community Supervision ◽  
Behavioral Management ◽  
Skill Sets ◽  
Face To Face ◽  
Level Change ◽  
Strategic Training ◽  
Offender Assessment

Face-to-face contacts are the cornerstone of community supervision. As community supervision in the United States and Canada emerges into a new behavioral management approach, new training curricula have emerged to conceptualize the techniques of supervision and develop the skill sets of officers. This chapter reviews five such curricula--Proactive Community Supervision (PCS) (Taxman, Shephardson, & Byrne, 2004; Taxman, 2008), Strategic Training Initiative in Community Supervision (STICS) (Bonta et al., 2011); Staff Training Aimed at Reducing Rearrest (STARR) (Robinson et al., 2012); Effective Practices in Community Supervision (EPICS) (Smith et al., 2012); and Skills for Offender Assessment and Responsivity in New Goals (SOARING2) (Maass, 2013). The comparison reveals similarities but major differences in an emphasis on the operational components for client-level change. The question remains as to which supervision intervention components are mechanisms facilitating client level change.

Implementation uptake: organisational factors affecting evidence-based reform in community corrections in the United States

2017 ◽  
Author(s):  
Danielle S. Rudes ◽  
Kimberly R. Kras ◽  
Kimberly S. Meyer ◽  
Shannon Magnuson
Keyword(s):  
Leadership Development ◽  
Observational Data ◽  
Organizational Factors ◽  
The United States ◽  
Community Corrections ◽  
Policy And Practice ◽  
Factors Affecting ◽  
Organizational Survey ◽  
Strategic Implementation ◽  
Changing Times

As community corrections organizations adapt to changing times, probation/parole agencies work to reform both organizational policy and practice. However, reform is much easier planned than implemented. With little or no formal training on strategic implementation, most community corrections agencies face a complex web of inter- and intra-organizational dynamics and contexts that make implementing reform challenging and sustaining reforms nearly impossible. Using survey and interview/observational data from both adult and juvenile probation in two U.S. states, this chapter examines organizational factors such as culture/climate, cynicism and commitment as key internal issues to consider prior to implementation of reform and during reform uptake. Using dual methods reveals while organizational actors respond similarly on organizational survey response measures, the observational data detail a more nuanced story for understanding implementation. Specifically, findings suggest a need for new training approaches, continued leadership development and improved communication at all organizational levels.

Access to justice as a human right, organizational entitlement and precursor to diversity and inclusion

2020 ◽  
Vol 39 (7) ◽  
pp. 787-791 ◽  
Author(s):  
Quinetta Roberson
Keyword(s):  
African Americans ◽  
Civil Rights ◽  
The United States ◽  
Police Brutality ◽  
Access To Justice ◽  
Content Type ◽  
Organizational Policies ◽  
Corporate Leaders ◽  
Diversity And Inclusion ◽  
Policies And Practices

PurposeIn the wake of the death of George Floyd in the United States, many corporate leaders have released statements condemning racism and police brutality and committed their organizations to focus on diversity and inclusion. While such statements, intentions, and goals are laudable, they evade the phenomenon at the crux of the current social movement: access to justice.Design/methodology/approachThis essay draws upon theory and research across a variety of disciplines to examine the accessibility of justice for African Americans in society and in work organizations.FindingsAs corporate leaders have made statements decrying racism and police brutality and offered their support to civil rights groups and organizations fighting for racial justice, there is a need for that same level of scrutiny and support within their own organizations. As a precursor to diversity and inclusion initiatives, corporate leaders need to take actions to ensure the fairness of outcomes, policies and practices, and treatment by others for African Americans within their organizations.Practical implicationsStrategies for reviewing and revising organizational policies and practices to preserve fairness in the work experiences of African Americans and for creating and maintaining cultures of fairness are offered.Originality/valueThe author integrates historical documents, research, opinion, and literary devices to understand the meaning and practice of justice in society and organizations.

scholarly journals Governing addiction: The Alcohol and Other Drug Treatment Court in New Zealand

2021 ◽  
Author(s):  
◽  
Toni Carr
Keyword(s):  
New Zealand ◽  
Problem Solving ◽  
Drug Treatment ◽  
Addiction Treatment ◽  
The United States ◽  
Critical Study ◽  
Treatment Providers ◽  
Health And Wellbeing ◽  
Drug Treatment Court ◽  
Treatment Court

<p>The New Zealand Alcohol and other Drug Treatment Court (AODTC) is an innovative approach to addressing offending by people with an alcohol or other drug addiction. Based on the United States Drug Treatment Court model, the AODTC aims to reduce reoffending, reduce addiction and support offenders’ health and wellbeing. Most studies of DTCs are quantitative and focus on recidivism rates and cost-effectiveness. There have been relatively few in-depth studies of how DTCs operate and even fewer that focus on the offender’s experience.  This thesis is a critical study of the Auckland and Waitakere AODTCs and is the first study of its kind in New Zealand. Conducted over seven months, the fieldwork involved 536 hours of observations, interviews with offenders and informal conversations with court workers, treatment providers and offenders’ families. The research also included extensive analysis of documents produced by and about the AODTC pilot and the US counterparts.  The research found that the AODTC operates in a largely unregulated problem-solving court zone. The wide discretion of judges and collaboration with community treatment providers, lauded by proponents of the AODTC as key to its therapeutic effectiveness, were found to create a number of significant harms for participants. In addition, the focus on addiction as a disease and abstinence as a goal and measure of progress invites judicial subjectivity and places considerable burdens on participants.  The research also found that the AODTC metes out punishment under the guise of treatment, preventing participants from accessing treatment and breach the principle of proportionality in their responses to offending and non-compliance. The competing goals of treatment and punishment also prevent participants from receiving adequate support in the AODTC programme. In particular, Māori, women, transgender, offenders with a coexisting disorder and brain injury are less likely to have access to the right treatment and proper support. These findings challenge the assumptions that the AODTC therapeutic mandate treats AOD related offending and supports offenders’ health and wellbeing. In order to protect AODTC offenders, a series of recommendations for change are made to constrain judicial involvement in treatment, to provide better options for community-based treatment and to ensure appropriate addiction treatment services.  Overall, the thesis provides valuable empirical insight into how the AODTC and the criminal justice system constitute AOD offending, addiction treatment policies, and manage the addicted offender to accomplish recovery. It also adds important data to the international pool of DTC ethnographies and problem-solving court literature, providing a point of focus from which to consider broader policy and evaluative criteria of people’s experiences of treatment in the problem-solving court. It is hoped that this research is able to contribute to law reform involving specialist problem solving courts in New Zealand.</p>

scholarly journals Governing addiction: The Alcohol and Other Drug Treatment Court in New Zealand

2021 ◽  
Author(s):  
◽  
Toni Carr
Keyword(s):  
New Zealand ◽  
Problem Solving ◽  
Drug Treatment ◽  
Addiction Treatment ◽  
The United States ◽  
Critical Study ◽  
Treatment Providers ◽  
Health And Wellbeing ◽  
Drug Treatment Court ◽  
Treatment Court

<p>The New Zealand Alcohol and other Drug Treatment Court (AODTC) is an innovative approach to addressing offending by people with an alcohol or other drug addiction. Based on the United States Drug Treatment Court model, the AODTC aims to reduce reoffending, reduce addiction and support offenders’ health and wellbeing. Most studies of DTCs are quantitative and focus on recidivism rates and cost-effectiveness. There have been relatively few in-depth studies of how DTCs operate and even fewer that focus on the offender’s experience.  This thesis is a critical study of the Auckland and Waitakere AODTCs and is the first study of its kind in New Zealand. Conducted over seven months, the fieldwork involved 536 hours of observations, interviews with offenders and informal conversations with court workers, treatment providers and offenders’ families. The research also included extensive analysis of documents produced by and about the AODTC pilot and the US counterparts.  The research found that the AODTC operates in a largely unregulated problem-solving court zone. The wide discretion of judges and collaboration with community treatment providers, lauded by proponents of the AODTC as key to its therapeutic effectiveness, were found to create a number of significant harms for participants. In addition, the focus on addiction as a disease and abstinence as a goal and measure of progress invites judicial subjectivity and places considerable burdens on participants.  The research also found that the AODTC metes out punishment under the guise of treatment, preventing participants from accessing treatment and breach the principle of proportionality in their responses to offending and non-compliance. The competing goals of treatment and punishment also prevent participants from receiving adequate support in the AODTC programme. In particular, Māori, women, transgender, offenders with a coexisting disorder and brain injury are less likely to have access to the right treatment and proper support. These findings challenge the assumptions that the AODTC therapeutic mandate treats AOD related offending and supports offenders’ health and wellbeing. In order to protect AODTC offenders, a series of recommendations for change are made to constrain judicial involvement in treatment, to provide better options for community-based treatment and to ensure appropriate addiction treatment services.  Overall, the thesis provides valuable empirical insight into how the AODTC and the criminal justice system constitute AOD offending, addiction treatment policies, and manage the addicted offender to accomplish recovery. It also adds important data to the international pool of DTC ethnographies and problem-solving court literature, providing a point of focus from which to consider broader policy and evaluative criteria of people’s experiences of treatment in the problem-solving court. It is hoped that this research is able to contribute to law reform involving specialist problem solving courts in New Zealand.</p>

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