Richard-Eaglin's Inclusive Excellence Model

00:05 I'm a visual person so I created an inclusive excellence model, which you already glanced inclusive excellence model. And just to show people and I guess they help you embrace more of what each of those concepts should include to actualize and operationalize inclusive excellence and so remember the components for DEIB when they thread it together and done in ways that work well, then we achieve that inclusive excellence that I just spoke of. So, it has to include diversity, equity and equality, inclusion and belonging, and what holds all that together is cultural and emotional intelligence. So we don't want to ever forget that and just remember it's going to continue to be contextual. So I'll talk about each one of those concepts in detail in terms of how we achieve inclusive excellence. With diversity, it has to be a priority and so we might ask ourselves why. Well, to ensure a societal reflection number 1 so that we operationalize those position statements and mission statements that you keep hearing me talk about and organizational values because yes it's important to have things written and statements that we stand by but what's most important is, like I said, yesterday when we make those things actionable and put some legs on them. And it has to be intentional so targeted hiring, targeting admissions, that's okay. As long as it's not done in a way that's just the checking of box and having a person sitting there that does reflect tokenism. So the needs of the school, the population needs, organizational needs is what should drive that.

01:46 So for instance, in nursing, we know that there is a shortage of men in nursing.

01:51 Well then if we know that, then we can allot so many positions to the admission of men into our nursing programs. If there's a shortage of women in any other discipline but when we think about medical programs, then it's okay to allot so many slots for women in medicine. And then we can also think about all the other things that make us diverse so that's when we can start looking at some of those extrinsic features if someone's from an underrepresented population and we need more people to reflect. As I said, what the global population looks like, then that's who we should target until we get that good depth and breadth of diversity that we're looking for. And then recruitment has to be purposeful. So I just talked about that.

02:42 I hear a lot of people talk about recruitment just in isolation and then talk about retention as something separate. We need to start seeing recruitment and retention as a package deal, those 2 are married. And so when you're recruiting people from marginalized or underrepresented populations no matter what it is, then we need to also have a plan for how we're going to support people so that they are successful and we're talking about faculty, students, staff, whoever it is and then also how we're going to retain people in those spaces. So that requires time and effort, as I've said before in one of the previous sessions and that's the part that's the hardest.

03:22 Because we're all overworked, I just want to acknowledge that, but it's okay.

03:26 We're committed to this. Right? If we're committed to the transformation, we definitely have to put in the time and the effort and know that this is not going to be an overnight change, but we have to make continuous steps, ongoing steps, to continue that transformation. And when I talk about retention plans, they can be generalized but also keeping in mind that people are still individuals no matter what space we're in so some of us may need something extra and we need to have the resources to support people who needs something extra. In terms of equality and equity, I mentioned before that we talk a lot about equity these days and we leave out the equality but we need both of those things. So thinking about equality and equity again as a marriage, a package deal. And in terms of egalitarianism, what is that? It's a belief in human equality especially with respect to social, political, and economic affairs and a part of that is also social justice. Going back to what I'm going to keep repeating throughout the series is that every human has the right to live in peace. So when we think about social justice, think about that.

04:39 Equal and equitable opportunities for securing positions no matter what it is, a space as a student, a space in an organization, the opportunity to secure leadership positions beyond just entry level or midlevel, being able to achieve those positions in the C suite because you are qualified for that regardless of what your ethnic religious ratio. All those things that we tend to show bias to it, it doesn't matter.

05:06 If a person is qualified to do the job, we need to be able to have space that people have equal and equitable opportunities for jobs and also for positions in these academic programs when we think about political justice. So, people think political politics is a bad word. Well, it's bad because some of us make it bad but it's definitely necessary for us to be able to have spots where we are included in those decision-making processes and when I say we I mean all human beings. Right? We all occupy this space so we should be able to have a voice and we have to again make every space diverse and every space, a space of inclusive excellence.

05:51 And so when we talk about policy change, especially health policy, I like to focus on that a lot because obviously it's what I do as a healthcare provider. So, my focus is usually on that and in nursing, we are so low arch, we have a lot of power.

06:07 And if we have the interprofessional relationships with other disciplines and we think about the overall goal, which is health equity and equitable health outcomes for all human beings, if we partner together just imagine how much change in political justice we can impact. And then there are all those other little subsets of that justice, economic justice. When you look at the determinants of health, fair and equitable pay based on qualifications in married and not nepotism. So when we think about that even in terms of being in the space of healthcare, how are we assigning raise percentages? Are they truly based on qualifications in married and not on nepotism? We have to look at all those things and think about those cultural values, preferences that we talked about previously in some of those series and think about how our own preferences and biases. Remember, bias is not always negative, sometimes it gives us a preference towards our friends or people for whatever reason but beyond preference, look at the qualifications in the married and that's when we achieve justice in so many areas because we're focusing not on necessarily individuals but actually the characteristics and qualifications of that person. So even if I never saw him, I'm looking at what someone may have achieved and that's what I'm basing that on. In terms of ethics, integrity is a keyword when we think about that. Right? And we have to be ethical when you're in the healthcare space and truly in any organization. So, consistently doing the right thing, not sometimes, not for some people, but we have to do it all the time in all circumstances and then in terms of healthcare provides values are so important.

07:57 If we're going to achieve those humanitarian principles and really stand by that humanitarian ethos, those standards should always reflect excellence, right, especially when we think about health equity and health outcomes. If we're not focusing on respect, honesty, accountability and integrity, we're going to miss the mark every time. Inclusion. It's being authentic, we talked about that before.

08:23 So, authentically accepting people as they show up for who they are and authentic opportunities not only to exist but to thrive within every environment. So when I think about that even with the patient and a family, how do I include them in their plan of care? Because even though I may not agree and I've given examples before, we've made some rituals or some things, some belief this person has. If it's not causing harm, I need to go ahead and integrate that because it's a partnership with patients and families. The belonging piece of that is people needing to feel like they are part of that and that they don't have to change who they are. I can just show up and be comfortable and know that I won't be judged and even beyond being judged, mistreated because of how I show up and who I am and I mean that in the space of within reason. It doesn't mean we show up and take over a place at all because we know if we're not the owner of an organization that there are some rules that we will have to abide by, you can voice your opinion about whether you agree or disagree but we don't want to disrupt the environment because we want everything to be our way. Remember, emotional and cultural intelligence. So when you think about developing a framework, there are several different things that you have to consider and that is even like when we think about it from a partnership standpoint. Think about your own individual DEIB or inclusive excellence plan.

09:54 How am I going to be that person, that healthcare clinician that shows up and patient shows up that I have no clue about their cultural background and we start talking, develop a relationship and in these moments of patient and provider relationships we don’t have a whole large window of time to develop trust but remember I said people know when you're authentic and when you're sincere so you have to be real because first impressions truly are lasting. I bet in situations where it has changed for the good, thank God. Because sometimes we misunderstand but having conversations and asking questions is how we get to that inclusive excellence peace and our implementation of our plan has to be noble, like I just said it can't be performed and if it means I am truly showing up authentically and I truly am showing whoever it is I'm interacting with that I'm truly concerned about making sure that they feel safe in the space especially when I know that the patient or the family that I'm caring for is depending on me to feel that sense of safety because they're in a vulnerable state. So remember that culture is a set of living relationships working toward a shared goal. And I want to pause there for a minute, just think about that. And you can also sit and write about how do you feel in terms of the culture that you're a part of, what goals are you working toward and when I say culture I don't just mean your individual identities. Also, your identity as a student. Your identity and whatever healthcare discipline you're a part of, what is the shared goal? Now, say for me is health equity in the space of healthcare and in the space of humanity, it's just making sure everybody feels safe in this world of being themselves. So, "Culture is not something you are, it's something you do." And that's a great quote by Daniel Coyle. Just remember that.