Developing the Neurology Diversity Officer

Neurology ◽  
2021 ◽  
pp. 10.1212/WNL.0000000000011460
Author(s):  
Nimish A. Mohile ◽  
Andrew R. Spector ◽  
Ima M. Ebong ◽  
Charles Flippen ◽  
Camilo Gutierrez ◽  
...  
Keyword(s):  
Emotional Support ◽  
Positive Influence ◽  
Specific Role ◽  
Diverse Workforce ◽  
Diversity And Inclusion ◽  
Diverse Society ◽  
The Many ◽  
Cultural Gaps ◽  
Diversity Officers

Academic Neurology Departments must confront the challenges of developing a diverse workforce, reducing inequity and discrimination within academia, and providing neurologic care for an increasingly diverse society. A neurology diversity officer should have a specific role and associated title within a neurology department as well as a mandate to focus their efforts on issues of equity, diversity and inclusion that affect staff, trainees and faculty. This role is expansive and works across departmental missions but it has many challenges related to structural intolerance and cultural gaps. In this review, we describe the many challenges that diversity officers face and how they might confront them. We delineate the role and duties of the neurology diversity officer and provide a guide to departmental leaders on how to assess qualifications and evaluate progress. Finally, we describe the elements necessary for success. A neurology diversity officer should have the financial, administrative and emotional support of leadership in order for them to carry out their mission and to truly have a positive influence.

Social media and peer-to-peer support for individuals with health care needs and their caregivers: a scoping review (Preprint)

2019 ◽  
Author(s):  
Katherine Kelly ◽  
Shelley Doucet ◽  
Alison Luke ◽  
Rima Azar ◽  
William Montelpare
Keyword(s):  
Health Care ◽  
Social Media ◽  
Peer Support ◽  
Scoping Review ◽  
Emotional Support ◽  
Peer To Peer ◽  
Health Care Needs ◽  
Care Providers ◽  
Care Needs ◽  
The Many

BACKGROUND Individuals with health care needs and their caregivers require substantial informational and emotional support. Providing this support is a major challenge for care providers, who are often not able to adequately address barriers and may not be aware of available services and programs. Online P2P support offers an accessible and inexpensive source of support; however, the breadth of these supports on social media has not been previously documented. OBJECTIVE This study was a scoping review of research examining the use of peer-to-peer support on social media by individuals with health care needs and their caregivers. METHODS This review used the PRISMA-SR method to search for articles from 1997 to 2019. RESULTS A total of 94 articles were included. Patients and caregivers use many social media websites for P2P interaction, including: Facebook (n = 19), Twitter (n = 7), and YouTube (n = 6). Providing and receiving informational and emotional support were important uses of social media for P2P support; however, the specific needs and experiences of patients and caregivers appeared to change as knowledge regarding the condition(s) improved. Despite the many benefits associated with participating in online P2P groups, concerns related to ethics, privacy, and the potential to spread misinformation are outlined as risks associated with its use. CONCLUSIONS This study revealed that patients and caregivers engage in P2P support on social media to receive informational and emotional support from peers, despite known risks and limitations. Social networking websites were revealed to be particularly suited for P2P support communication.

scholarly journals Ageism on Campus: Opportunities to Include Age in Diversity and Inclusion Efforts

2020 ◽  
Vol 4 (Supplement_1) ◽  
pp. 7-7
Author(s):  
Cassandra Barragan ◽  
Stephanie Wladkowski
Keyword(s):  
Older Adults ◽  
Older Students ◽  
Leadership Positions ◽  
Older Learners ◽  
University Campuses ◽  
Diversity And Inclusion ◽  
Midwestern University ◽  
Barriers And Opportunities ◽  
The Many ◽  
The University

Abstract Diversity and inclusion are essential perspectives on university campuses. In recent years, there has been a nationwide decline in admissions resulting in changes to traditionally FTIAC driven college campuses. An environmental scan was completed at a mid-sized midwestern university to explore age-inclusive barriers and opportunities for change. In-depth interviews were held with 28 EMU stakeholders representing a wide variety of ages in leadership positions across campus. Students aged 40 and above (N=248) were also surveyed about their experiences on campus. Qualitative analysis revealed ageist attitudes about older adults and older students from at all levels of the university. Results demonstrate that initial responses to ‘age-friendly’ focused on stereotypes of older adults, but attitudes adjusted when reframed as older learners and further refined when older learners were defined as 40 and above. Additionally, there was a distinct disconnect between ageist perceptions towards older adults and older students which highlights the importance of intergenerational opportunities as an approach to combat ageist attitudes on campus. While these barriers require long-term and complicated solutions, participants described the many benefits that older learners bring to enrich the campus. Results of this research revealed opportunities to reframe aging in the context of diversity and inclusion efforts on campus. Adopting diversity efforts to include age can benefit universities in not only admissions, classroom experiences, and connections to surrounding communities.

Managing Privilege as a Key to Inclusive Leadership

2012 ◽  
pp. 131-148
Author(s):  
Doug Harris ◽  
Kasia Ganko-Rodriguez
Keyword(s):  
Exponential Growth ◽  
Personal Growth ◽  
Employee Performance ◽  
Positive Outcomes ◽  
Inclusive Leadership ◽  
The Core ◽  
Diversity And Inclusion ◽  
The Many

The field of diversity and inclusion has experienced exponential growth over last 30 years. Yet, while these progressions have occurred, many of the core diversity and inclusion concepts have remained fairly stagnant. One critical example is around the concept of privilege. All of us find ourselves privileged in some way, but leaders in particular need to recognize and manage privilege to ensure inclusion in the workplace. Through personal examples and real stories, this chapter highlights the many positive outcomes leaders will experience by effectively managing privilege. These powerful outcomes include areas such as personal growth and effectiveness, more authentic relationships, increased levels of respect, expanded circle of influence, and maximized employee performance. To conclude, the authors look at the stages leaders go through before they are able to effectively manage this expanded view of privilege. These stages can be described as bliss, awareness, overprotection, enlightened, and ultimately managing privilege.

Diversity, inclusion and CSG: the challenges and the benefits

2016 ◽  
Vol 56 (2) ◽  
pp. 536
Author(s):  
Suzanne Westgate
Keyword(s):  
Workforce Diversity ◽  
Workplace Diversity ◽  
Regulatory Change ◽  
Diverse Workforce ◽  
Customer Base ◽  
Diversity And Inclusion ◽  
Diversity Policy ◽  
Authentic Engagement ◽  
Eastern Seaboard ◽  
Inclusion And Diversity

Organisations increasingly accept that a genuine commitment to workforce diversity and inclusion improves profitability, reputation and effectiveness. It is also widely accepted that natural CSG projects on the eastern seaboard face increasing challenges from community opposition groups and regulatory change. Embracing diversity and inclusion in the workplace, and developing CSG projects, both require authentic engagement. AGL Energy Limited’s (AGL) Inclusion and Diversity Policy recognises that a diverse workforce, with its broad range of experience and perspectives, has a better opportunity to understand and engage in AGL’s customer base and the communities in which it works. AGL’s policy also emphasises how a diverse workforce can facilitate more creative, innovative and effective solutions. This extended abstract considers how workplace diversity can positively contribute to the development of CSG projects, which must navigate organised community opposition as well as complex regulatory environments. CSG projects, which are typically located in regional areas, can also positively contribute to a more diverse workforce. Provided are examples of situations in which diversity of—and respect for—skills, experience, gender, age, and backgrounds have assisted in achieving successful access negotiations, and enabled authentic engagement with members of the communities in which AGL operates.

scholarly journals Helping Children to Embrace Diversity

2015 ◽  
Vol 5 (2) ◽  
Author(s):  
Robert Desmarais
Keyword(s):  
Young Readers ◽  
Diversity And Inclusion ◽  
Reading Material ◽  
Positive Attitudes ◽  
Daunting Task ◽  
Eyes Open ◽  
Diverse World ◽  
Time Of Year ◽  
Exciting Time ◽  
The Many

Dear Readers,I always know when fall is upon us because that is when my inbox begins to fill up with a daily crush of packages from publishers who are eager to have their books reviewed. It is an exciting time of year to see so many good books that are bound to spark your child’s imagination, from new releases in all genres to reprints of well-loved classics.With thousands of children’s books published each year, it can be a daunting task for anyone who wants to find appropriate reading material for young readers about diversity and inclusion. Teaching children about our increasingly diverse world is an important exercise, and books can play an important role in this process if they have content that teaches kids about how to tolerate differences, handle stereotypes, show respect for others, and appreciate other cultures.We can all encourage children to celebrate diversity and remain open-minded by exposing them to books that embrace diversity in a variety of forms, including culture, religion, race, ethnicity, and sexual identity. Deakin editors and reviewers are keenly aware that children have open minds and hearts, so we keep our eyes open for books that teach children about the many ways that people are different, while emphasizing the positive aspects of our differences.To help you celebrate diversity with young readers, we are pleased to call your attention to several books that teach children to appreciate different cultures and befriend people who look or act differently: James Dawson’s This Book is Gay, Rebecca Hainnu’s The Spirit of the Sea, Alethea Arnaquq-Baril’s The Blind Boy & the Loon, and David Bouchard’s The First Flute and Nokum is My Teacher. Of course, there are also many other good books in this issue that celebrate positive attitudes and behaviours, so please spend some time reading the reviews and help your children to appreciate all the interesting people around us.Happy reading!Robert DesmaraisManaging Editor

scholarly journals MANAGING DIVERSITY IN ORGANISATIONS TO GAIN COMPETITIVENESS

2021 ◽  
Vol 9 (09) ◽  
pp. 319-321
Author(s):  
Rakesh Ranjan
Keyword(s):  
Work Organization ◽  
Diverse Workforce ◽  
Managing Diversity ◽  
Talented People ◽  
Diverse Backgrounds ◽  
The World ◽  
Organizational Function ◽  
The Many ◽  
Heterogeneous Workforce

Organizations the world over is increasingly finding themselves coping with the changes taking place in their environment. There are two sets of forces that are changing the once familiar organizational landscape increasing reliance on teams and the changing workforce. This is bringing more and more people from diverse backgrounds into contact with one another. In general, diversity refers to the ways that people in organizations differ. That sounds simple, but defining it more specifically is a challenge because people in organizations differ in many ways-races, gender, ethnic group, age, personality, cognitive style, tenure, organizational function, and more. Managing diversity means establishing a heterogeneous workforce to perform to its potential in an equitable work environment where no member or group of members has an advantage or a disadvantage. Effectively managing diversity helps organizations to identify and capitalize on opportunities to improve products and services, attract, retain, motivate and utilize talented people effectively improve the quality of decision-making at all organizational levels and reap the many benefits from being perceived as a socially conscious and progressive organization. The paper attempts to analyze the mechanism of leveraging and unleash the powerful benefit of a diverse workforce in work organization.

The Diversity Intelligent Servant Leader: Developing Leaders to Meet the Needs of a Diverse Workforce

2018 ◽  
Vol 20 (3) ◽  
pp. 313-330 ◽  
Author(s):  
Cynthia M. Sims
Keyword(s):  
Servant Leadership ◽  
Human Resource Development ◽  
Social Impact ◽  
Leadership Model ◽  
Diverse Workforce ◽  
Compassionate Love ◽  
Diversity And Inclusion ◽  
Value Diversity ◽  
Hrd Professionals ◽  
Equitable Treatment

The Problem The ability of organizations to realize diversity remains problematic. To meet the needs of the modern workforce, new diversity and leadership approaches are required. The Solution Diversity intelligence, a promising new human resource development (HRD) tool, leads to enhanced inclusion and equitable treatment in the workplace. Several propositions herein advance that diversity intelligence is an antecedent to the compassionate love servant leadership model. The author describes the potential value diversity intelligent servant leaders provide to society, organizations, leaders, and especially employees with protected class status. This article addresses the implications of the propositions to theory and explores the intersection of servant leadership and diversity and inclusion research streams, practice describes how organizations and HRD professionals can benefit from and implement these arguments, and social impact discusses the benefits society can accrue when all organizational members are engaged, productive and valued. The Stakeholders This article benefits organizations, leaders, employees, and HRD professionals as well as leadership and diversity and inclusion scholars and practitioners.

scholarly journals ANALISIS PENGARUH KOMITMEN ORGANISASI DAN KEPEMIMPINAN TERHADAP KINERJA KARYAWAN DENGAN KEPUASAN KERJA SEBAGAI VARIABEL INTERVENING (Studi pada PT. Madu Baru Bantul Yogyakarta)

2016 ◽  
Vol 13 (1) ◽  
pp. 1
Author(s):  
Camela Ikey Badhoeg Dadie ◽  
Rini Nugraheni
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Employee Performance ◽  
Positive Influence ◽  
Coefficient Of Determination ◽  
Analysis Method ◽  
Validity And Reliability ◽  
Survey Interviews ◽  
The Many ◽  
Intervening Variables

This research is motivated by the presence of problems of the many employeeswho left the company at PT Madu Baru Bantul, Yogyakarta. Moreover, accordingto the pre-survey interviews that have been done, there is a lack of communicationbetween the leaders with employees. Objective of this study was to analyze theinfluence of organizational commitment, leadership, employee performance, andjob satisfaction as intervening variables in PT Madubaru Bantul Yogyakartace.Method of analysis of the data used in this research is descriptive andquantitative. The samples in this study were employees of PT Madubaru amountedto 77 people. Data collection was carried out by using a questionnaire that hasbeen tested for validity and reliability. Data analysis method was using classicassumption test, path analylisis, as well as the coefficient of determination.Descriptive analysis shows that organizational commitment, leadership, jobsatisfaction and employee performance was moderate. Based on the results ofmultiple linear analysis and test of Sobel test indicates that organizationalcommitment, leadership, positive influence on employee performance and jobsatisfaction mediate organizational commitment and leadership on employeeperformance. The coefficient of determination shows that the work satifaction ofPT Madubaru Bantul Yogyakarta are influenced by organizational commitment,leadership and job satisfaction by 32.o%, while the remaining 68,0% areinfluenced by other variables in which the research did not examined in this study.The coefficient of determination shows that the employees performance of PTMadubaru Bantul Yogyakarta are influenced by organizational commitment,leadership and job satisfaction by 47,7%, while the remaining 52,3% areinfluenced by other variables in which the research did not examined in this studyKeywords : organizaitonal commitment, leadership, work satisfaction, andemployees performance

Bridging language barriers in multilingual care encounters

Multilingua ◽  
2014 ◽  
Vol 33 (1-2) ◽  
Author(s):  
Gunilla Jansson
Keyword(s):  
Language Barriers ◽  
Linguistically Diverse ◽  
Residential Home ◽  
Diverse Workforce ◽  
People With Dementia ◽  
Care Workers ◽  
Diverse Society ◽  
Care Systems ◽  
Present Case Study

AbstractThe present case study demonstrates how the multilingual practices of a linguistically diverse workforce contribute to the functioning of a modern workplace. Based on ethnographic fieldwork and recordings in a residential home for elderly people with dementia in Sweden, the article explores how multilingual immigrant care workers creatively use their language skills to overcome linguistic boundaries and communicate with an elderly Kurdish resident. It is shown that despite the fact that the participants do not, or only to a limited extent, share a common language, the care workers manage to create multilingual encounters that allow them to perform care tasks in an activity context where empathy and efficiency are of great importance. Although the data in this study manifest the struggle of multilingual care workers to bridge language barriers, the study also highlights the complexity of providing adequate and well-functioning care in today’s diverse society, where linguistic and cultural matching of clients and caregivers cannot always be obtained. These results are discussed in the light of new demands on Swedish (and more broadly Western) care systems to adapt to the increasing number of multilingual older people, who will become residents in care facilities.

scholarly journals The Road to Nonprofit Diversity and Inclusion

2019 ◽  
Vol 220 (Supplement_2) ◽  
pp. S86-S90
Author(s):  
Vernetta Walker
Keyword(s):  
Voluntary Associations ◽  
Nonprofit Sector ◽  
Well Being ◽  
The Road ◽  
Professional Societies ◽  
Diversity And Inclusion ◽  
Diverse Society ◽  
Entire Nation ◽  
Racial Ethnic ◽  
Society Research

Abstract Leadership at the board and executive levels across the nonprofit sector remains predominantly composed of white individuals, despite an increasingly diverse society. Research documents distinct benefits associated with diversity and inclusion, but efforts to move the dial have fallen short. This article explores how voluntary associations can prioritize racial/ethnic equity in their governance and provides specific steps for the examination of culture, practices, and processes required to operationalize change. There are a variety of professional societies and associations, also known as business leagues, established under the Internal Revenue Code. To be exempt, these organizations must be devoted to improving an industry or profession, as distinguished from performing particular services for individuals, and when successful they serve to improve the economic and social well-being of the entire nation.

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