A reminder that a 'Diversity' event doesn't mean getting women to speak/ chair/ organise. There's a WHOLE lot more to #DiversityAndInclusion than just gender.
(And there's a lot more to gender than men and women). 1/4
The 'who can we think of?' method of finding speakers/ chairs/ organisers is what helped create a lack of diversity in the first place. Even if you're finding 'diverse' contributors, stop and think- why do I think of *these* people? Could it be #SurvivorBias? 2/4
If you are getting the same few people to represent 'diversity' in your events; if you are getting 'diversity' that looks different but says the same things (lack of #ThoughtDiversity); if every 'diversity' story sounds like a 'how I succeeded against all odds' story... 3/4
... It's time to get creative with #DiversityandInclusion initiatives. It's not 'diverse' just because people look different. It's diverse when even people who look the same can say different things, and those who look different don't need a 'struggle story' to belong. 4/4
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Re-upping the latest excellent #feedback thread from @GStetsonMD@MedEdTwagTeam, and emphasizing this point- someone is not a 'struggling trainee' or, even worse, 'the difficult trainee'. 🤨 #MedEd#SurgEd 1/6
A trainee not meeting expectations reflects on the unit as much as the trainee. Our local saying is 'not a trainee to fail until they are a *properly supported* trainee to fail'. Importantly, this does not mean the support provided to the last successful trainee is sufficient.2/6
Recall the difference between equality and equity. Teaching cannot be 'one size fits all'. Teaching must be tailored to prior knowledge, learning opportunities, learning goals, preferred ways of communicating, and much more*. 3/6
If you have positional power and want to know if #CultureChange is happening, don't ask peers. You have to ask the least powerful people in the team. 1/5
And don't ask them yourself. In teams with poor culture, team members have learnt to tell leaders what they want to hear.
So the teams with poor cultures are, paradoxically, the ones where leaders will be told that they have a good culture. A great culture. The BEST. 2/5
So as a leader, what can you do?
I find a trusted go-between.Their role is critical. They must be trusted by the least powerful team members, but crucially, they must be *able to speak to you frankly, no matter how ugly the responses, without risking their own job*. 3/5
I was bullied. Still remember the sickening feeling of knowing that I'd eventually have to ask the bully for my assessment. BUT. Each of us has more power than we realise. For the aggressor, simply knowing that *someone else noticed your behaviour* can be surprisingly effective.
We know the negative effects of cumulative microaggressions. Consider the effect of cumulative micro-counteraggressions. The raised eyebrow, the deliberate silence, moving to stand closer to the victim. Fleas can bring down elephants. #BeTheFlea
I understand personal risk. Please don't put yourself at risk. But do it for your juniors. Do it for your peers in other specialties. Do it in groups and when you have allies.