Dr. Baile begins this chapter by listing the accomplishments he is really proud of, then sets his work on communications in the context of a changing institution. He explains that he has seen advances in research and treatment options, but not corresponding advances in the people side of medicine. He notes that leaders can serve as models to promote these advances. He then shares his own thought process as he looks at his own career, wondering “have I failed at not making this a priority?” He discusses a 2014 institutional initiative, “The Language of Caring” that failed, noting that the faculty was too busy to take part and advance it.https://openworks.mdanderson.org/mchv_interviewchapters/1419/thumbnail.jp
Ms. Yadiny briefly comments on the goals she envisioned for Faculty Development when she became Exec...
Dr. Ewer begins this chapter by looking back at the impact he feels he has had on the institution. ...
In this chapter, Dr. Mills begins the story of his role in managing the The Zayed Institute for Pers...
Dr. Baile then comments on his contributions to the Department of Faculty and Academic Development. ...
Dr. Baile begins this chapter by affirming that physicians have the ability to bring hope and comfor...
In this chapter, Dr. Baile talks about how he developed MD Anderson’s iCare Program [Interpersonal ...
In this chapter, Dr. Baile talks about anticipating retirement and shares some final thoughts about ...
In this chapter, Dr. Baile discusses how his career flourished from 1994 to 1998, despite administra...
Mr. Stuyck first talks about The Messenger, the first employee communication tool, which has been pu...
Ms. Houston begins this segment by observing that since the seventies, MD Anderson has grown so much...
Dr. Dmitrovsky notes the overall goals of the changes he has made to the institution. He also refle...
In this chapter, Dr. Yung talks about his experiences as a patient after his 1999 diagnosis with a r...
Dr. Balch begins by talking about his scope of responsibilities while he was VP of Hospitals and Cli...
In this chapter, Dr. Buchholz offers his views on the institution\u27s strategic planning process he...
Dr. Buchholz begins this chapter by observing that the role of provost gave him an entirely new pers...
Ms. Yadiny briefly comments on the goals she envisioned for Faculty Development when she became Exec...
Dr. Ewer begins this chapter by looking back at the impact he feels he has had on the institution. ...
In this chapter, Dr. Mills begins the story of his role in managing the The Zayed Institute for Pers...
Dr. Baile then comments on his contributions to the Department of Faculty and Academic Development. ...
Dr. Baile begins this chapter by affirming that physicians have the ability to bring hope and comfor...
In this chapter, Dr. Baile talks about how he developed MD Anderson’s iCare Program [Interpersonal ...
In this chapter, Dr. Baile talks about anticipating retirement and shares some final thoughts about ...
In this chapter, Dr. Baile discusses how his career flourished from 1994 to 1998, despite administra...
Mr. Stuyck first talks about The Messenger, the first employee communication tool, which has been pu...
Ms. Houston begins this segment by observing that since the seventies, MD Anderson has grown so much...
Dr. Dmitrovsky notes the overall goals of the changes he has made to the institution. He also refle...
In this chapter, Dr. Yung talks about his experiences as a patient after his 1999 diagnosis with a r...
Dr. Balch begins by talking about his scope of responsibilities while he was VP of Hospitals and Cli...
In this chapter, Dr. Buchholz offers his views on the institution\u27s strategic planning process he...
Dr. Buchholz begins this chapter by observing that the role of provost gave him an entirely new pers...
Ms. Yadiny briefly comments on the goals she envisioned for Faculty Development when she became Exec...
Dr. Ewer begins this chapter by looking back at the impact he feels he has had on the institution. ...
In this chapter, Dr. Mills begins the story of his role in managing the The Zayed Institute for Pers...