CAses for ASE WIE Webinar 2023 11 13
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School
University of Pittsburgh *
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Course
3513
Subject
Medicine
Date
Dec 6, 2023
Type
docx
Pages
6
Uploaded by thammanr2
Sarah Hull
Case 1: Advancement of a Female Clinical Cardiologist
Background:
A 34-year-old female clinical cardiologist joined an academic medical center in
2010 as an instructor in medicine. She was a part of a dual physician household
and had a 2-year-old daughter. Over the next three years, she made significant
contributions to her field, including 15 publications and 4 original manuscripts.
She also took on leadership roles within the department, directing CME courses.
During an annual meeting, her Division Chief advised her to publish two more
papers before considering promotion to assistant professor. She worked diligently
and met this requirement. In a subsequent meeting, she was advised to publish one
additional original manuscript before being promoted, even though she was already
very close.
Promotion and Challenges:
Her CV was externally reviewed in the faculty development office, and she was
recommended for promotion to Assistant Professor in 2015, after five years on
faculty at the age of 39. She also took on leadership roles in the Department of
Medicine and the division, and actively participated in national CME activities.
With institutional funding and the assistance of a medical writer, she published an
additional 20 papers. However, after the birth of her third child in 2018, she
noticed a decline in invitations to national meetings and speaking engagements.
Her primary mentor retired during this time, and she began to face challenges that
might be attributed to biases or gender-related factors, such as fewer opportunities
for advancement and increased administrative duties compared to her male
counterparts.
Addressing the Challenges:
1.
Equity in Evaluation: Implement blind reviews for promotions and
publications to mitigate gender bias. This ensures that the evaluation is solely
based on the quality and impact of the work, rather than the gender of the
researcher.
2.
Supporting Work-Life Balance: Encourage a supportive work environment
that values work-life balance. Highlight the benefits of career advancement,
including financial incentives, leadership opportunities, awards, and flexible
positions such as chairs, which allow individuals to prioritize their family
responsibilities without hindering their professional growth.
3.
Mentorship and Sponsorship: Establish formal mentorship and sponsorship
programs to provide female physicians with guidance, support, and advocacy
throughout their careers. Promote equitable distribution of mentorship
opportunities and sponsorships to ensure women receive the necessary support to
advance professionally.
4.
Addressing Administrative Burdens: Recognize that women in mid-career
often face increased administrative duties while receiving less mentorship and
sponsorship. Allocate resources to alleviate the administrative burden and ensure
fair distribution of workload among faculty members.
By implementing these strategies, the medical center can create an inclusive
environment that supports the career advancement of female physicians and helps
address the unique challenges they may face.
Purvi Parwani
Case 2: Addressing a Hostile Work Environment in the Operating Room
Background:
During a valvular surgery, an early career cardiologist was conducting a
postoperative transesophageal echocardiogram (TEE) in the operating room. The
surgery was led by the Chief of Surgery. While the patient was on bypass, the TEE
results appeared normal, and the chief surgeon left the room, instructing the rest of
the surgical team to close the chest and complete the procedure. However, after the
patient was taken off bypass, a postoperative complication arose. The Chief
surgeon was called back to the OR, and the cardiologist who performed the TEE
reported the complication observed on the study.
Incident and Consequences:
In response to the complication being reported, the chief surgeon became visibly
angry and shouted at the cardiologist and the rest of the OR team. He expressed
frustration at being called back to the OR for revision of the surgery due to a
postoperative complication that he was not made aware of while the patient was
still on bypass. This outburst caused the cardiologist to feel embarrassed and
belittled in front of the entire OR staff. It is worth noting that the Chief surgeon has
a history of similar outbursts and interactions with junior staff members, creating a
hostile work environment and fear among the staff.
Addressing the Hostile Work Environment:
1.
Promote Respectful Communication: Establish a culture of respectful and
open communication in the operating room. Encourage surgeons and staff to
express concerns and report findings without fear of reprisal or belittlement.
2.
Leadership Training: Provide leadership training and education to all
surgeons and medical staff, emphasizing the importance of fostering a positive
work environment and effective communication. This training should address
conflict resolution, emotional intelligence, and maintaining professionalism under
stressful situations.
3.
Supportive Policies: Implement policies and procedures that explicitly
prohibit harassment, bullying, and intimidating behavior in the workplace. Create a
safe reporting mechanism for incidents of hostile behavior, ensuring confidentiality
and protection for those who come forward.
4.
Investigation and Accountability: Conduct a thorough investigation into
reported incidents, including interviewing witnesses and collecting relevant
evidence. Hold individuals accountable for their actions, regardless of their
position or authority within the hospital system.
5.
Support for Affected Staff: Provide support and resources for individuals
who have experienced or witnessed hostile behavior. Offer counseling services,
mentoring, and opportunities for professional development to help them recover
from the emotional impact and foster career growth.
By implementing these strategies, the medical center can foster a culture of
respect, open communication, and professionalism in the operating room, ensuring
the well-being and professional growth of all staff members.
Renee Bullock Palmer
Case 3: Addressing Workplace Bullying and Building Resilience
Background:
A highly accomplished and respected female faculty member in her field is facing
persistent bullying by a male senior leader at her institution. The senior leader has
made false statements about her, engaged in gaslighting, and directed offensive
remarks towards her. This pattern of behavior is not new, as he had a reputation for
similar actions at his prior institution. Despite his history, he has managed to
advance professionally. He specifically targets this female faculty member,
blocking her advancement opportunities within the institution. When she sought
help from a senior colleague to address the bullying, it backfired, leading to further
retaliation and the removal of her leadership roles. As a result, she experiences
extreme fear and avoidance of the bully, even developing post-traumatic stress
disorder (PTSD) symptoms upon encountering him. The bully holds a senior
leadership position and has influential allies who protect him, while others who
could potentially help her have chosen to turn a blind eye. Due to personal and
professional constraints, she feels unable to leave the institution, and she worries
that the bully may impede her chances of securing a job elsewhere. In this
challenging situation, she wonders if there are strategies she can employ to survive
or if leaving is her only option.
Strategies for Addressing Workplace Bullying and Building Resilience:
1.
Document Instances of Bullying: Maintain a detailed record of incidents,
including dates, times, descriptions, and any witnesses. This documentation will
serve as evidence and support your case should you need to escalate the situation.
2.
Seek Supportive Allies: Identify individuals within the institution who are
sympathetic to your situation and willing to offer support. Collaborate with
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colleagues, mentors, or other influential figures who can advocate on your behalf
and help address the bullying.
3.
Confidential Reporting Mechanism: Investigate whether your institution has
a confidential reporting system for workplace harassment and bullying. Utilize this
mechanism to report the incidents and provide evidence, ensuring your safety and
privacy.
4.
Legal Advice: Consult with an employment attorney who specializes in
workplace harassment and discrimination. They can provide guidance on your
rights, legal options, and potential avenues for recourse.
5.
Self-Care and Well-being: Prioritize your mental and emotional well-being.
Engage in activities that reduce stress, such as exercise, therapy, meditation, or
hobbies. Seek support from friends, family, or support groups to help navigate the
emotional toll of the situation.
6.
Build External Networks: Strengthen your professional network outside of
your institution. Attend conferences, seminars, or workshops in your field to
connect with colleagues and potential collaborators. These connections can provide
alternative career opportunities if needed.
7.
Maintain a Positive Work Record: Continue producing high-quality work
and building a strong reputation in your field. Focus on achieving professional
milestones and seek recognition through awards, publications, or presentations.
This can help counteract any attempts by the bully to undermine your
accomplishments.
8.
Explore Internal Resources: Research the policies and resources available
within your institution to address workplace bullying. Reach out to human
resources or your institution's ombudsman office for guidance on potential
intervention or support measures.
9.
Empowerment through Education: Stay informed about workplace rights,
diversity, and inclusion initiatives. Attend workshops or seminars on assertiveness,
conflict resolution, and building resilience. Equipping yourself with knowledge can
strengthen your confidence and help navigate difficult situations.
10.
Networking Beyond Your Institution: Cultivate connections with
professionals outside your current workplace. Attend industry events, join
professional organizations, and participate in online communities related to your
field. Expanding your network can create opportunities for career growth and
provide an alternative support system.
While these strategies can help you navigate the difficult situation, it's essential to
consult with professionals, including legal advisors and therapists, who can
provide personalized guidance.
Sharon Mulvagh
Case 4: Inequitable Treatment of Female Faculty in Directorship Role
Background:
A female faculty member holds the position of director for a highly regarded
clinical program and is a well-funded clinical investigator. The newly appointed
division chief insists that the female faculty increase her clinical responsibilities to
maintain her directorship, claiming that a clinical director should dedicate more
time to clinical duties. However, complying with this demand would require the
female faculty member to relinquish her grant funding to accommodate the
increased clinical workload. In response, she chooses to prioritize her grant
projects, leading to the removal of her directorship title by the division chief and a
subsequent salary reduction. Interestingly, within the same division, a male faculty
member also serves as a director for a clinical program and is a well-funded
clinical investigator. However, he faces no request to surrender his grants or
increase his clinical commitments, and his directorship title remains intact.
Notably, both the male and female faculty members have identical clinical effort
levels and grant funding, yet only the female faculty member is compelled to make
the choice between her grants and directorship title. Furthermore, the female
faculty member is the sole individual who experiences the loss of her directorship
title. No explanation is provided for this disparate treatment, aside from a vague
assertion that the clinical programs are "different" without further clarification on
the nature of these differences and why they warrant distinct rules for directorship
between the male and female faculty members.
Addressing Inequitable Treatment and Seeking Resolution:
1.
Document the Discrepancy: Maintain detailed records of all
communications, requests, and decisions related to the directorship position and
the treatment received. Collect any evidence that demonstrates the similarities in
clinical effort and grant funding between yourself and the male faculty member.
2.
Seek Internal Guidance: Consult with a trusted mentor, a senior faculty
member, or an ombudsman within your institution to discuss the situation. Request
their advice on how to address the inequitable treatment and explore potential
avenues for resolution.
3.
Address the Division Chief: Arrange a meeting with the division chief to
discuss the disparities in treatment and seek clarification regarding the decision-
making process. Request a specific explanation for the differential treatment and
present your evidence of the comparable clinical effort and grant funding.
4.
Document the Conversation: Take detailed notes during the meeting with the
division chief, including any explanations provided or lack thereof. Retain this
documentation for future reference and potential escalation.
5.
Engage with Faculty Leadership: If the initial meeting with the division
chief does not yield satisfactory results, escalate the matter to higher levels of
faculty leadership within your institution. Present your case, highlighting the
inequitable treatment and the lack of justification provided.
6.
Seek Allies and Support: Connect with other faculty members, particularly
those who have experienced or witnessed similar inequities. Collaborate with them
to collectively address the issue, garner support, and advocate for change.
7.
Consult Human Resources or Equal Opportunity Office: If your institution
has a human resources department or an equal opportunity office, seek their
guidance on how to address the inequitable treatment and potential violations of
policies or regulations.
8.
Pursue Mediation or Arbitration: If internal resolution attempts fail, explore
options for mediation or arbitration to address the disparities in treatment. These
processes can provide an unbiased and neutral platform to seek a fair resolution.
9.
Legal Advice: Consult with an employment attorney experienced in gender
discrimination and workplace inequality. They can evaluate your case, provide
legal guidance, and determine if there are grounds for legal action.
10.
Raise Awareness and Advocate for Change: Share your experiences and
concerns with relevant professional organizations, academic societies, or advocacy
groups that focus on gender equity in academia. By raising awareness, you
contribute to a broader conversation and work towards systemic changes to prevent
similar situations in the future.
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