Interview Chapters

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  Chapter 25: Change Under Ronald DePinho: The Balance Between Research and Clinical Care

  Alma Rodriguez MD and Tacey A. Rosolowski PhD

  Dr. Rodriguez states that MD Anderson has shifted away from its mission as a care facility since Ronald DePinho assume the institution’s presidency in 2011, moving toward a research-generating facility. She sets context by discussing the growth of research under Dr. John Mendelsohn, noting that research still served patient care despite accelerated industry-sponsored research. She next talks about MD Anderson’s focus on new drug development and the implications, specifically in the demand for financial and intellectual resources this requires.

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  Chapter 26: Turbulence During Dr. DePinho’s Early Presidency; MD Anderson’s Future

  Alma Rodriguez MD and Tacey A. Rosolowski PhD

  Dr. Rodriguez comments on the changes created at MD Anderson under Dr. DePinho’s early presidency then talks about the future of MD Anderson under the Affordable Care Act. Dr. Rodriguez first comments on the magnitude of institutional change that Dr. DePinho’s administration has brought to MD Anderson. Making reference to literature from the field of organization transformation, she notes that change on such a scale requires a “message of urgency” that was not verbalized by the administration. Change has felt imposed from outside, creating tensions in the institution, she observes. She notes that the Board of Regents was slow to recognize problems.

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  Chapter 27: Creating a Future Under the Affordable Care Act

  Alma Rodriguez MD and Tacey A. Rosolowski PhD

  Dr. Rodriguez explains that MD Anderson’s future will be determined by changes to healthcare under the Affordable Care Act. She first talks about the loss in revenue anticipated, then describes initiatives that the Office of Medical Affairs is setting in place to help address anticipated problems. She talks about the need to document all care processes in the spirit of moving toward more evidence-based care and shifting the mindset of providers away from an expert mentality to a spirit of self-reflection and improvement. She also talks about the importance of examining and optimizing all of MD Anderson’s resources.

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  Chapter 28: Women and Leadership at MD Anderson

  Alma Rodriguez MD and Tacey A. Rosolowski PhD

  Dr. Rodriguez provides her views of women and leadership at MD Anderson. She cites statistics in support of her view that “the workforce in medicine is about women.” She stresses that women have to know systems in order to succeed in leadership positions. She offers her view of coming up through the ranks when there were many fewer women and notes that MD Anderson does not have clear processes for filling leadership positions or establishing a pipeline of leaders. She talks about her own strategy for cultivating leadership.

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  Chapter 29: Accomplishments, Retirement, and a Love of Cosmology

  Alma Rodriguez MD and Tacey A. Rosolowski PhD

  Dr. Rodriguez begins by listing her most significant accomplishments: launching the concept of survivorship; imbedding into MD Anderson culture the role of quality officers; integrating Advanced Care Planning into treatment planning; serving as champion for the Physician Assistants Program; helping everyone who has reached out to her as a role model. Next she talks about the interests she plans to pursue in retirement: psychology, art, reading, and cosmology. She notes that she minored in philosophy as an undergraduate and her thinking has been very influenced by process philosophers who believe that reality self-creates. She believes that the Universal Mind is also self-creating and explains that this spiritual component of her belief system helps her cope with change.

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  Chapter 01: Multidisciplinary Care at MD Anderson

  Alma Rodriguez MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Rodriguez provides an overview of MD Anderson’s multidisciplinary approach to patient care. She defines the approach and notes that it began with R. Lee Clark’s vision for cancer care. She gives examples of the specialties that collaborate to provide comprehensive management of a patient’s disease throughout treatment. She also offers observations on how the tradition of multidisciplinary care has had an influence on the culture of the institution.

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  Chapter 02: The Important of Clinical Leadership at MD Anderson

  Alma Rodriguez MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Rodriguez about the important role that clinical leadership has played in developing the institution and that it continues to play in the current healthcare environment. She sketches the qualities that leaders must have to steward institutions in the current climate and connects that to the culture of the institution.

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  Chapter 03: Leadership in a Period of Change

  Alma Rodriguez MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Rodriguez comments on the period of change the institution is experiencing, stemming from changes in the healthcare system, financial stressors, and internal turbulence stemming from Dr. Ronald DePinho’s resignation as president in March 2017.

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  Chapter 04: Multidisciplinary Care and the MD Anderson Algorithms

  Alma Rodriguez MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Rodriguez defines the MD Anderson algorithms of care and explains how they were created and are continually evolving, based on current research. She explains how they are connected to multidisciplinary care, and how important they are for standardizing care at MD Anderson’s partner institutions.

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  Chapter 05: Envisioning the Next Period of Leadership

  Alma Rodriguez MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Rodriguez talks about the qualities that the next president of MD Anderson will need to confront successfully the institution’s fiscal and other challenges. She comments on the stability that MD Anderson’s tradition of physician leadership has provided.

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  Chapter 01: Inspired By Work at a Medical Institution

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  Mr. Stuyck explains that he came to work for MD Anderson's Department of Public Information and Education in 1975. (Prior to that he worked in a University of Texas Medical School Information Office that served both the Medical School and MD Anderson.) He then offers some background information, including how he came to spend his "formative years" in Houston. He notes that he spent his undergraduate years at University of Texas at Austin majoring in advertising and journalism. He secured a job in public information at the University of Texas Medical Branch in Galveston after graduation. Seeing the caring dimension of medicine inspired him to continue to work with the medical field, however he was drafted in 1969, going to Vietnam in 1970 as a public information specialist who wrote for the Army until his discharge in 1971. Though he returned to the University of Texas at Austin for graduate work, he left because for a job in the Public Affairs office at the University of Texas Houston.

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  Chapter 02: Public Affairs: Working Closely with MD Anderson Presidents

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  Mr. Stuyck describes the work he did promoting awareness of the new medical school (University of Texas Medical School) until 1975, when he was made Director of MD Anderson's Department of Public Information. He explains why the rapidly growing institution needed such a Department at that time and why Dr. R. Lee Clark offered him the job [the letter mentioned is reproduced in Steve Stuyck: The MD Anderson Years]. He talks about Dr. Glen Knots, to whom Mr. Stuyck reported, and the lessons he learned from him about management and leadership. He then explains why, in 1981, Dr. Charles LeMaistre arranged for Mr. Stuyck to report directly to him. He tells a story about a speech he volunteered to write for Dr. LeMaistre when he had to testify in Washington D.C. about the deaths of several patients, and how pleased Dr. LeMaistre was with his work.

  Mr. Stuyck explains the particular abilities he was able to bring to MD Anderson and to the institution's presidents. In addition to being a good editor of others' work, Mr. Stuyck describes himself as a strong writer about MD Anderson and about cancer, with a skill to commit issues to paper. He had a special sense of Dr. Charles LeMaistre's way of expressing himself and could capture it. (Mr. Stuyck says that "I could hear him saying the words from the podium.) He notes that the archives have about 700 speeches that he wrote over the course of his career.

  Mr. Stuyck describes the exhausting schedule of working with Dr. LeMaistre's speech trips and notes that, when Dr. John Mendelsohn arrived, it was agreed that Mr. Stuyck would not write his speeches.

  Mr. Stuyck then tells several anecdotes to demonstrate what he learned about leadership from Dr. Charles LeMaistre. In particular, he mentions Dr. LeMaistre's habit of encouraging people who worked for him.

  Mr. Stuyck recalls that Governor Bill Clemmons shouted at him during a visit, and Dr. LeMaistre phoned him later in the evening to tell him not to worry about it. Next he speaks briefly about Dr. John Mendelsohn, noting that he was just what the institution needed at the time. Dr. Mendelsohn promoted Mr. Stuyck to Vice President of Public Affairs.

  Mr. Stuyck notes that he had thirty years of working with great bosses and great leaders.

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  Chapter 03: Early Developments in the Department of Public Information and Education

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  This chapter opens with the interviewer providing an overview of the three story threads told in Mr. Stuyck's interview: the story of his career, of the Public Affairs at MD Anderson, and a story of what public affairs encompasses.

  Mr. Stuyck asserts that he had a direct effect on the broad scope of Public Affairs, citing the gradual absorption of Volunteer Services into the Department.

  Mr. Stuyck next explains that he was able to secure a contract to set up the Cancer Information Service in 1974. This was the first NCI-funded initiative to create a public information call-in line, and it was controversial, as most professionals did not believe that laypersons could be sufficiently trained to provide medical information.

  Mr. Stuyck explains how he became principle investigator, and what was involved in setting up the service on this grant, which has run for 30 years for a total of twenty-six million dollars. Mr. Stuyck then provides historical context. He notes that the CIS was part of a larger national effort to open up communication about cancer, to develop advocacy for many groups, and to increase the role patients could play in their health decisions. He also notes that the President Nixon signed the National Cancer Act in 1971 and that knowledge in the sciences was growing at a tremendous pace during this time. He also cites the culture of excellence that existed at MD Anderson in the seventies.

  Mr. Stuyck gives several examples to demonstrate how far cancer treatment has come since the seventies: the first BCG (Bacillus Calmette-Guerin) trials that required patients to be scarified; "gruesome" chemotherapy treatments; and treatments that required extreme surgical damage to a patient. He also recalls the first outpatient clinic at MD Anderson, which was very primitive by today's standards.

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  Chapter 04: The Faculty: The Intellectual Engine of MD Anderson

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  Mr. Stuyck expresses his appreciation for the MD Anderson faculty who are the "intellectual engine" of the institution even though they represent only twenty percent of employees. He says he has always tried to understand faculty issues and "speak their lingo." He traces his support for faculty back to his experiences at University of Texas Medical Branch, where he loved attending Grand Rounds. He sketches how issues have changed for faculty and lists the pressures upon them. He also characterizes MD Anderson faculty as possessing great intellectual curiosity.

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  Chapter 05: Expanding the Scope of Public Affairs: Increasing Services for Faculty, Patients, and the Public

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  In this chapter, Mr. Stuyck talks about the expansion of the idea of public affairs at MD Anderson.

  Mr. Stuyck explains that after he secured the NCI contract for the Cancer Information Service, "Public Education" was added to the name of the Department of Public Information, going on to detail what education can do for an institution.
  
  Next, Patient Education came under the scope of Public Information, and he explains what sorts of educational materials the department produced. Volunteer Services was next folded into Public Affairs, and Mr. Stuyck explains that he wanted to bring together in one unified division all the functions that would reach out into the public. Next he explains why Public Affairs was sequentially identified as a Department, then an Office, and finally a Division. He comments on the perception of Public Affairs within the institution then goes on to explain some of the many services provided to MD Anderson. He begins by explaining Creative Services then talks about the role Public Affairs played when Dr. Jordan Gutterman [Oral History Interview] and his work on Interferon attracted tremendous media attention. He explains that Dr. Gutterman received 7,000 to 8,000 letters from people begging to participate in his trials. Public Affairs set up a service to answer all of these letters.

  Mr. Stuyck talks about preparing faculty to deal with media appearances. Then he identifies the sections within Public Affairs and notes that he and his management team produced both monthly and annual reports to document the contributions they made to the institution. At the end of this chapter, Mr. Stuyck notes that MD Anderson has generally received very good press. Most of the negative press has come during the last year.

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  Chapter 06: Public Affairs: External Communications

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  Mr. Stuyck explains the changing role of Public Affairs since the seventies. At that time, physicians were not concerned about public relations. He then points to Dr. John Mendelsohn's arrival as a turning point in the institution's dealings with the public: Mr. Stuyck explains how he and others worked with Dr. Mendelsohn to draw greater attention from national and international media, eventually hiring a New York public relations firm, The GabbeGroup (which still works for MD Anderson). He also explains that the single greatest factor to change the institution's media needs was the passing of the self-referral legislation in 1994.

  Mr. Stuyck describes the challenges created when the bill went into effect in 1995 and forty percent of patients could suddenly request their own appointments. He explains that the information service, Ask MD Anderson, was created to help patients navigate the complex institution: it takes 100,000 calls per year.

  Mr. Stuyck next describes several strategies used to raise the institution's profile. He describes the trips that Public Affairs planned for Dr. Mendelsohn, designing them to create more exposure for cancer and the institution. The GabbeGroup suggested that Public Affairs submit profiles on cancer issues to the US News and World Report website. Public Affairs also published surveys on attitudes about cancer and attitudes about breast cancer in Prevention Magazine.

  Mr. Stuyck explains that departments that heavily use Public Affairs services fund positions within the Department. This insures that Public Affairs serves their needs.

  Mr. Stuyck points to the important and productive link between Development and Public Affairs. He then identifies some key moments in the institution's relationship to the public: achieving status as a cancer center; the change in the institution's name in the 1980s; the impact of the Internet.

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  Chapter 07: Public Affairs: Internal Communications

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  In this chapter, Mr. Stuyck gives an overview of internal communications in the institution. He notes that, in 2001, MD Anderson was at a crisis point in communications and Public Affairs hired the management group, Deloitte &Touche, to analyze the issues. At this time he proposed to the Management Committee of Public Affairs to establish a section for internal communication. As an example of communication difficulties, he talks about the mistrust created by layoffs in the early to mid-nineties, describing the publications created to address the issue. He compares the paper communications of past decades with the online communications of today. He then talks about new technologies that communications specialists must master today, noting that "it's fun to be around" the new media specialists and to strategize how to use new technologies. He notes that Communications has "reinvented itself" six or seven times in the past decades.

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  Chapter 08: Public Affairs: Writing the MD Anderson Mission Statement and the Code of Ethics

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  In this chapter, Mr. Stuyck next talks about his work on two key documents: the Vision and Mission Statement and the MD Anderson Core Values. He explains why there was controversy over the core values.

  Mr. Stuyck gives an example of why the word "hope" was controversial in the Core Values, saying that he was "never a fan of hope," but other committee members convinced him it was key to MD Anderson. He then talks about the impact of the two documents, citing a survey of employees that revealed almost 100% satisfaction with the institution values. Next Mr. Stuyck briefly compares Public Affairs at MD Anderson to analogous departments at other institutions. He comments on the role of the Management Group within Public Affairs and its strategic work in guiding the departments activities and evolution. He briefly comments on how Public Affairs is working with the current controversies surrounding Dr. Ronald DePinho.

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  Chapter 15: A Key Publication: Making Cancer History

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  In this chapter, Mr. Stuyck tells the story of how Making Cancer History, a history of MD Anderson came to be written. Dr. James Olsen, a historian at Sam Houston State University, originally approached Dr. James Bowen with the idea, however the Management Board under Dr. Charles LeMaistre had no enthusiasm for the project.

  Mr. Stuyck speculates on why this was the case, then goes on to trace how the Historical Resources Committee was created under Dr. Stephen Tomasovic, with a first goal of producing a history of the institution. He explains the lengthy process of looking for a writer and the eventual hiring of Dr. Olsen, as well as securing Johns Hopkins University Press to publish it.

  Mr. Stuyck recalls that he and Stephen Tomasovic [Oral History Interview] both read the manuscript.

  Mr. Stuyck says that Making Cancer History is a great book that tells history in a human way. He also talks about his favorite chapter. Next he next talks about what it meant for the institution to have a book that celebrates the culture. He speaks about the number of documents James Olsen reviewed as part of his research, the committee members who worked on it, and what was done to promote it.

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  Chapter 16: Changes at MD Anderson

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  Mr. Stuyck gives an overview of the changes he has seen at the institution over the course of his career. He notes that people in the past worked just as hard as they do now, but worked differently. He talks about the dramatic expansions to ambulatory care and patient care in general and the improvement of quality of life issues for patients. He makes some observations on cultural changes and the increasing interest in work/life balance. He then talks about the plan to merge the University of Texas Health Science Center with MD Anderson, a move that was resisted to preserve the institutions mission and resources.

  Mr. Stuyck also talks about changes that Dr. John Mendelsohn brought to the institution, particularly the dramatic growth, for which the institution is now paying the price, he says.

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  Chapter 17: The Murder of Dr. Fred: A Challenge for Public Affairs and the Institution

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  Mr. Stuyck talks about the day that Dr. Fred G. Conrad, Vice President for Patient Care, was fatally shot (17 December 1982). He recalls Elmer Gilley calling him early Friday morning, and he went to MD Anderson to wait for the police and the coroner and to handle the reporters.

  Mr. Stuyck recalls how calmly Dr. LeMaistre handled the situation and helped calm the tension. He then talks about how Public Affairs handled the media, noting that the crisis brought out the best in people at the institution. He describes Dr. Conrad and explains why his murder was a "seminal moment" in the institution. He ends with a story about a woman who had flown into town to be interviewed for a job, arriving at MD Anderson to discover "bedlam" so she returned to New York.

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  Chapter 18: Departments Within Public Affairs

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  In this chapter, Mr. Stuyck talks about four departments within Public Affairs: Volunteer Services, the Children's Art Project, Public Education, and Patient Education. He begins with Volunteer Services, a service within MD Anderson that goes back to the 1950s. He then talks about Page Lawson, a director who greatly expanded Volunteer Services in the 1970s. He explains how he came to oversee the Department and tells a story about Tommie Stewart, a volunteer known as "the Hug Lady." He notes that MD ANdserson has 1200 volunteers who contribute the equivalent of 100 full time employees. He mentions the series of directors leading up to Page Lawson, whom he calls "a dynamo." Mr. Stuyck explains the lesson he learned from Page Lawson about remembering the names of volunteers.

  Mr. Stuyck next talks about the Department of Patient Education, created by Dr. Charles LeMaistre. He explains how it came from the first patient satisfaction survey conducted in the 1980s. Dr. LeMaistre used the results of the survey to add valet parking, patient advocates, and patient education functions.

  Mr. Stuyck explains changes in the reporting structure that came about with these changes, as well as the database that evolved to support patient education activities. He sketches the types of materials produced and who works on them. Next Mr. Stuyck talks about the Children's Art Project, beginning with an anecdote: Page Lawson showed him children's drawings arranged on an ironing board and asked him which ones would make a good card. He talks about his decision to separate the Art Project from Volunteer Services.

  Mr. Stuyck describes what the Children's Art Project contributes to MD Anderson. He explains that it gives the institution a chance to talk about its successes. He notes how the Children's Art Project has come to be part of the MD Anderson brand.

  Mr. Stuyck then tells the story of how the Public Education Department started. He comments on his colleagues in the Division of Public Affairs. Finally, Mr. Stuyck talks about what the Department of Public Education does for ME Anderson.

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  Chapter 19: A Fun Job at an Institution that Inspires Commitment

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  Mr. Stuyck speaks briefly about some constraints he felt for his activities at MD Anderson. He notes the commitment employees at MD Anderson feel for what they do and how much job satisfaction employees have.

  Mr. Stuyck speaks briefly about receiving the Anderson Network Award. He also notes that the Division of Public Affairs is one of only three institutions that have twice received recognition as an Outstanding Public Affairs Program. He briefly talks about the book that he received on his retirement, Steve Stuyck, the MD Anderson Years, and clarifies two mysterious references in that book. He then notes that his is most proud to have started the Cancer Information and Public Information services, both of which were groundbreaking at the time. He is also very proud that he engaged the institution's first public relations group. Next Mr. Stuyck talks about what MD Anderson has given him over the years: a rewarding and fun job. At the end of the interview he notes that he gave his job "his all" and hopes that MD Anderson will continue to lift the "huge burden" that cancer represents.

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  Chapter 09: Public Affairs at MD Anderson: Supporting Cancer Prevention and Education

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  Mr. Stuyck begins this chapter talking about a joint project between Public Affairs and the Division of Cancer Prevention. He provides context, explaining that Dr. Bernard Levin (Vice President of Cancer Prevention, [Oral History Interview]) was approached by Channel 13 to do a promotion of the new fecal test for colon cancer screening. He explains how the project turned into a research project supported by SmithKline as well as a public service initiative. Nine thousand people participated in a study to compare fecal testing methods. Laboratory Medicine helped, but Public Affairs organized volunteers to read the cards. This study was eventually published.
  

  Mr. Stuyck explains his axiom that "good public education is the best public relations. He then describes how he used that axiom to make decisions about public affairs is

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  Chapter 10: R. Lee Clark and Charles LeMaistre

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  Mr. Stuyck notes that MD Anderson has been strong because of the continuity of its CEOs. He notes that the institution's first full-time president, Dr. R. Lee Clark, had a solid public relations staff; he also focused on international activities.

  Mr. Stuyck tells an anecdote about accompanying Dr. Clark to a television interview prior to his retirement.

  Mr. Stuyck then talks about Dr. Charles LeMaistre [Oral History Interview], noting that he was erudite and chose his words carefully. Dr. LeMaistre also improved the look of MD Anderson and enhanced the clinical environment.

  Mr. Stuyck notes that paying patients would go to other institutions, but Dr. LeMaistre's initiatives made MD Anderson more attractive, and turned that around. He says that Dr. LeMaistre was very effective at representing the institution to the public. He also contributed to the institution in many ways. One was by making the controversial move of starting the Division of Cancer Prevention. Dr. LeMaistre also led the initiative to change legislation to patients could self-refer. He explains why attitudes of physicians outside of MD Anderson made self-referral controversial at the time.

  Mr. Stuyck notes that the transition to self-referral was very smooth.

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  Chapter 11: John Mendelsohn: MD Anderson's Secret Weapon

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  Mr. Stuyck begins this chapter on John Mendelsohn [Oral History Interview] by noting that he was a "dark-horse candidate" for president. He describes the interview process and how administrators were invited to participate. During an interview session, Mr. Stuyck found Dr. Mendelsohn to be very "energetic and wiry." Mr. Stuyck notes that MD Anderson had been ranked second to Memorial Sloan Kettering, but that changed under John Mendelsohn. He says the Dr. Mendelsohn arrived at just the right time in the institution's history: he describes Dr. Mendelsohn as "MD Anderson's secret weapon." He tells an anecdote about giving Dr. Mendelsohn advice"which he ignored.

  Mr. Stuyck then talks about Dr. Mendelsohn's difficulties with the media during two conflict of interest cases involving his involvement with Imclone and Enron.

  Mr. Stuyck explains how he prepared Dr. Mendelson for interviews with the media. He then describes how Dr. Mendelsohn handled his interview with a reporter from KTRK-TV, Channel 13, Wayne Dolcefino, about expenditures for furniture and art: Dr. Mendelsohn was very forthright and convincing, and the reporter let the story slide without publishing it. He then tells a story about a trip to Washington, D.C. for interviews at the Washington Post and PBS.

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  Chapter 12: Restricted

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

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  Chapter 13: The Changing Organization of Public Affairs

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  A conversation about Cancer Bulletin, published through Scientific Publications, leads to a discussion of how and why Public Affairs has been reorganized over the years.

  Mr. Stuyck says there are rumors that it will be reorganized again, under Dr. DePinho. As an example of reorganization, Mr. Stuyck talks about the Place of Wellness, which he originally managed until he decided he was not in a position to make the necessary medical decisions, so it became the Integrated Medicine Program directed by Dr. Lorenzo Cohen.

  Mr. Stuyck also talks about the unique roles of JoAnn Ward and Louise Villejo [Oral History Interview].

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  Chapter 14: Public Affairs and Communication Tools

  Steve C. Stuyck MPH and Tacey A. Rosolowski PhD

  Mr. Stuyck first talks about The Messenger, the first employee communication tool, which has been published for forty years. Next he discusses Conquest, a publication designed to generate awareness of MD Anderson among opinion leaders, donors, and corporate executives.

  Mr. Stuyck talks about how Conquest was started and how it tells the MD Anderson story. He tells an anecdote about putting a donor envelope inside of Conquest with no accompanying solicitation for funds: the envelope alone has generated three million dollars (never less than $25,000 per issue). Next Mr. Stuyck talks about Cancer NewsLine, a series of video news releases launched in 1986 to provide media with news about cancer research and treatment. He describes the impact of these on the institution's reputation. He then talks about the Network Newsletter, launched in 1988 and mailed to all former patients ("a lifeline to the institution"), then moves on to the CancerWise Community Speaker's Bureau and MD Anderson Ambassadors programs, through which MD Anderson employees go into the community to talk about cancer issues. He notes that many within higher levels of the institution were at first suspicious of employees going out into the community.

  Mr. Stuyck then talks about the "Too Cool to Smoke" program for kindergarten through fourth graders. Lastly he talks about Contributions to Making Cancer History (first published in 2007), launched because Dr. John Mendelsohn wanted to address the frequent question What are specific advances that MD Anderson has made against cancer? Mr. Stuyck explains how the approximately 100 advances were compiled and selected, and how Scientific Publications helped edit it to ensure its credibility.

  Mr. Stuyck notes that this is a unique document among academic institutions: the content is now on the website, with about 150 advances included. At the end of this session, Mr. Stuyck tells a story to demonstrate Dr. John Mendelsohn's communication skills.

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  Chapter 01: A Child with a Different Perspective

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  In this chapter, Ms. Sumler talks about her early realization that she had a different perspective on life than other children her age. She talks about her early affinity for nature when was a child in Connecticut, her fascination with questions about the universe and intuitive grasp of non-duality. She tells an anecdote about how her father would joke with her, inadvertently supporting her growing perspective. She then talks about discovering the Daoist koans, yoga and pranayamic breathing.

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  Chapter 02: Scoliosis Changes Life and Perspective

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  Ms. Sumler begins this chapter by noting that she initially aspired to be a dancer. She then narrates the progression of her scoliosis through the seventies and after her spine fusion surgery in 1976 and shares several stories of significant physical and psychological events. She talks about the grieving she had to do because of the blow scoliosis dealt to her identity as a dancer and describes her process of coming to accept her new physical state and identity.

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  Chapter 03: Exploring Massage and Raja Yoga; Cancer is a New Health Challenge

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  Ms. Sumler begins this chapter by explaining that she became interested in massage during the year she spent in bed after her spinal surgery for scoliosis and was learning about alternative treatments. She also talks about joining a raja yoga community because of her desire to live a spiritual life; her yogi was the source of her name, Sat Siri, and her yoga teaching practice at Yoga Central. She then talks about her diagnosis with melanoma and describes undertaking yogic death practices to confront this challenge.

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  Chapter 04: Massage and Cancer Patients: A Contemplative Practice

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  Ms. Sumler begins this chapter describing how she began to practice massage in 1986 and tells stories to illustrate how "massage is artistic expression." She also notes some myths in the massage community at that time, e.g. that massaging cancer patients would spread their disease through their bodies. Ms. Sumler questioned this belief and decided to know more about massage and cancer. At the same time, family and friends were referring clients with cancer to her for massage. She explains technical aspects of her work with cancer patients.
  
  Next, Ms. Sumler explains how she came in contact with Integrative Medicine at MD Anderson. She describes how she felt a "sense of calling" when she was at the institution. She was first invited to come and teach yoga, but that opportunity didn't work out.

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  Chapter 05: Bringing Massage to the Place of Wellness and Integrative Medicine

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  Ms. Sumler explains that she eventually was offered a contract position to offer chair massages for "brief relaxation" in patient waiting areas. She explains why the massage was labeled in that way and talks about progress made in creating an inviting space for patients at the Place of Wellness. She also discusses training she received in massage therapy at Memorial Sloan Kettering Cancer Center in 2002.

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  Chapter 06: Massage: Benefits to Patients

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  In this chapter, Ms. Sumler talks about what massage offers the cancer patient and tells several stories about patients' reactions to massage. She also discusses the supportive attitude of many MD Anderson clinicians, particularly in rehabilitative and supportive care. She notes that to document the safety of massage in the first three years of the massage program, she took patients' vital signs before and after massage.
  
  Next, Ms. Sumler talks briefly about the value of yoga for oncology patients. She ends this chapter with comments about how massage makes her contemplative practices manifest.

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  Chapter 07: Training Massage Therapists and Building Institutional Acceptance for Massage

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  In this chapter, Ms. Sumler talks about her work building a training program for massage therapists. She talks about the importance of critical thinking for massage therapists who have been trained to work with healthy populations. She gives examples of how critical thinking comes in to work with cancer patients. She says, "you are not taught what you don't know, and that's what you need to not harm someone."
  
  Next, Ms. Sumler gives examples of how MD Anderson staff have accepted massage as part of a patient's experience and treatment.

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  Chapter 08: Patient Acceptance (or Non-Acceptance) of Massage Therapy

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  In this chapter, Ms. Sumler talks about why patients in general may resist getting massage, and how cancer patients deal with special issues of vulnerability in massage. She also talks about the positive impact of massage on patients, recounting anecdotes to underscore the role of massage in reconnecting patients positively with their bodies. She also discusses how positive personal experiences with massage can lead patients to consider other complementary services, and vice versa.

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  Chapter 09: Clinician Acceptance (or Non-Acceptance) of Massage Therapy

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  In this chapter, Ms. Sumler talks about why clinicians may refuse to send their patients for therapeutic massage, usually out of a lack of information about how specifically this type of massage is tailored to the needs and limitations of patients undergoing specific treatments. She gives examples of how she and others in massage therapy opened communications with clinicians to provide education and overcome resistance.
  

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  Chapter 10: Contributing to Research on the Value of Massage

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  In this chapter, Ms. Sumler sketches her participation in research into the value of massage for patients with peripheral neuropathy and deep vein thrombosis. She also discusses how her own perspective on massage changed through these collaborations. She explains how one study led to a change in the organization of the scheduling of massage.

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  Chapter 11: A Few Words about Yoga and Views on MD Anderson's New Directions

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  Ms. Sumler begins this chapter by speaking briefly about teaching yoga at MD Anderson and how acceptance of that service has grown.
  
  Next, she reflects on the new direction MD Anderson seems to be taking under Dr. Peter Pisters, who became the institution's fifth president after Ronald DePinho's resignation. CLIP She says she feels that "a new light is shining" and she sees a new commitment to the institution's commitment to care and compassion and its mission to support both patients and employees. She has hopes that acceptance of Integrative Medicine will continue to grow.

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  Chapter 12: Reflections on Contributions and on the Art of Massage, Meditation, and Teaching

  Pamela Sat Siri Sumler and Tacey A. Rosolowski PhD

  In this chapter, Ms. Sumler reflects on the contributions that have meant the most to her and stresses that she loves to learn, and will continue to expand her knowledge of therapeutic massage during the rest of her time at the institution. At the end of the interview, she talks about her core identity as a meditation practitioner and an artist. She explains how these two currents combine her view of yoga, teaching, and massage as art forms.

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  Chapter 01: The Making Cancer History® Voices Oral History Project

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this segment, Dr. Tomasovic provides an overview of the Historical Resources Center –which he founded-- and the Making Cancer History Voices Oral History Project that it oversees.

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  Chapter 02: Vietnam Trains an Administrator

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this segment, Dr. Tomasovic talks sketches his educational background and describes the significance of his military service. Drafted as a college senior, his service in Military Intelligence during the Vietnam War not only gave him focus for his later graduate studies, but also strengthened specific characteristics and skills that would eventually suit him to a career in administration.

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  Chapter 03: Choosing Cancer Research

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this segment, Dr. Tomasovic traces the evolution of his interests in graduate school, eventually leading him to focus on cancer research.

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  Chapter 04: Joining the Department of Tumor Biology at MD Anderson

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this segment, Dr. Tomasovic talks about coming to MD Anderson in 1980 as an Assistant Professor in the Department of Tumor Biology (now Molecular and Cellular Biology). He explains that this was the period when Dr. Charles LeMaistre [Oral History Interview] and Dr. Frederick Becker [Oral History Interview] were bolstering the basic sciences. He explains how he re-evaluated his career, and shifted toward a focus on administration.

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  Chapter 05: The Cancer Biology Program

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  Dr. Tomasovic begins this segment with comments on MD Anderson’s perceived weaknesses in basic research. He talks about the important role that graduate students serve in driving research at an institution and how they were integrated into departments at MD Anderson. He then describes his first “forays into leadership”: e.g. during 1986-’88 he created and directed the multi-disciplinary Program in Cancer Biology (first called Interdisciplinary Studies in Cancer Biology) in the Graduate School in Biomedical Sciences.

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  Chapter 06: Fostering Innovation and Multi-disciplinary Research

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this segment, Dr. Tomasovic talks about how interdisciplinary work –at MD Anderson and in general-- is crucial to treating cancer and fostering creativity in research.

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  Chapter 07: Academic Affairs: Administrative Structure and the Role of the Vice President

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this segment, Dr. Tomasovic provides an overview of the administrative structure of the Division of Academic Affairs and his responsibilities as Senior Vice President.

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  Chapter 08: An Ability to Work With and Within Structure

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this segment, Dr. Tomasovic reflects on his leadership style and how this has facilitated his effectiveness. He notes how he came to the attention of James Bowen, then Vice President for Academic Affairs, who worked with him in creating the Faculty Senate (Dr. Tomasovic was the first Chair, ’91-93), and who appointed him Assistant to the Vice President for Academic Affairs (1994). The session closes with a sketch of the institutional flux in play during 1998 when Dr. Mendelsohn [Oral History Interview] assumed leadership of MD Anderson.

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  Chapter 09: The MD Anderson Presidents: Continuity of Leadership

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  Dr. Tomasovic begins this segment with the observation that MD Anderson is unusual because of the long tenure of its key leaders and administrators. He characterizes the three presidents and gives examples of how the institution successfully met the managed care crisis. He notes that the institution has faced strong, external financial challenges at the transitions between Dr. LeMaistre and Dr. Mendelsohn and Dr. Mendelsohn and Dr. DePinho.

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  Chapter 10: A Lesson About Leadership and an Institutional Blind Spot

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Tomasovic shares a story that taught him lessons about leadership.

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  Chapter 11: Institutional Reorganization and Becoming Vice President of Academic Affairs

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  Dr. Tomasovic begins this segment by sketching the administrative restructuring that occurred when Dr. John Mendelsohn arrived as institution president. He also described Dr. Margaret Kripke's [Oral History Interview] plans for restructuring Academic Affairs' and his role in this process. Dr. Tomasovic notes that Dr. Kripke expected him to iron out a range of difficulties arising among faculty.

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  Chapter 12: The Education Council, Sister Institutions, and Views On Leading Faculty

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this segment, Dr. Tomasovic gives numerous examples of how he has built educational culture at MD Anderson through, for the formation of The Education Council (2001), strengthening faculty development initiatives, serving as Vice President of Extramural Programs (to become Global Academic Programs).

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  Chapter 13: The Faculty Senate and a Vision of Faculty Influence

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  Dr. Tomasovic begins this chapter by sketching the history of the Faculty Senate. He discusses term-tenure then expands on the idea that the Faculty Senate was part of a larger vision of building faculty control over the governance of the institution. Dr. Tomasovic also explains how he came to found the Faculty Leadership Academy (1991), devoted to nurturing leadership qualities of faculty.

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  Chapter 14: A Mark Left on Education and Faculty Achievement

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  This interview takes place a few weeks before Dr. Tomasovic’s retirement. Dr. Tomasovic closes the session with comments on his hopes that MD Anderson preserves its educational mission, which distinguishes it from other care-delivery institutions. He also hopes that his efforts to foster leadership among the faculty will endure.

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  Chapter 15: Serving as Special Assistant to Dr. Oliver Bogler

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this segment, Dr. Tomasovic talks about his role as Special Assistant to the Provost. Dr. Tomasovic begins by describing the transition-support role he will serve in the coming year, assisting Dr. Oliver Bogler, who took over Dr. Tomasovic’s position as Senior Vice President of Academic Affairs. He discusses how he and Dr. Bogler are finding ways to link activities in Academic Affairs to the mission of the new MD Anderson president, Dr. Ronald DePinho. He gives examples of how he and Dr. Bogler are streamlining the bureaucracy of Academic Affairs to help faculty and graduate students as well as supporting Dr. DePinho’s mission.

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  Chapter 16: Changing Institutional Focus Under a New President

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  Dr. Tomasovic begins this segment by comparing the leadership styles of John Mendelsohn [Oral History Interview] and Dr. DePinho, whose charisma, decisiveness and vision are reminiscent, he feels, of R. Lee Clark. Dr. Tomasovic talks about the impact of Dr. DePihno’s “Town Hall” session on 7 November 2011, when he announced that MD Anderson will now take a Moon Shot approach to curing cancer, focusing on five specific cancers (not yet announced). Dr. Tomasovic speculates on the cultural shifts this focused mission will create, influencing the commitment to global oncology, and educational programs.

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  Chapter 17: Academic Programs under a New President

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this segment, Dr. Tomasovic notes Dr. DePinho’s commitment to graduate education and research. He describes the many discussions currently taking place in Academic Affairs to insure that all activities are in line with the new directions the institution is taking. He this segment with comments on his optimism that Dr. DePinho will steer the institution in positive directions.

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  Chapter 18: Travel, Photography, and a Story about Meerkats

  Stephen Tomasovic PhD and Tacey A. Rosolowski PhD

  In this segment, Dr. Tomasovic talks about his retirement, noting that he has more energy now that he can spend more time taking care of himself. He talks about getting back into the photography and he has planned several of the eco-travel trips he and his wife enjoy, including a trip to India to see tigers. He tells an amusing anecdote connected to a photo snapped of him during his first trip to Africa: he is reclining in a meerkat colony, with meerkats perched on his hat and hip. He tells of sending that photo for use at the awards banquet when he was elected to the UT Academy of Health Science Education. Popping up amid the formal shots of other awardees, his photo caused a lot of reaction among the attendees. At the interview’s close, he returns to the subject of Dr. DePihno, noting that the focus on institutional growth caused MD Anderson to lose some of its connection to people –a key part of the culture that R. Lee Clark established. Dr. DePinho’s “common touch,” he believes, will help turn the culture of MD Anderson back to those roots. In this segment, Dr. Tomasovic also talks about the human side of R. Lee Clark.

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  Chapter 01: An Interest in Moments of Turbulence Feeds an Approach to Leadership

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  Ms. Yadiny begins by explaining that she is in the midst of writing a new job description for herself so she can begin to focus more exclusively on her major interest, leadership development. She mentions author Linda Hill's description of the transition into leadership positions as the equivalent of a big life transition. She goes on to reflect on her own qualities as a leader and an individual who has had to make many transitions, leading her to be "interested in moments of turbulence."

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  Chapter 02: Establishing a New Department of Faculty Development

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  Ms. Yadiny sketches how she came to MD Anderson in 1999 to establish a new Department of Faculty Development at a time when there was little research and literature on this new area. She mentions MD Anderson's reputation in the eighties as the "terminal hospital," where patients came to die, a feeling that persisted into the nineties. She sketches the history of unsuccessful leadership development offerings at the institution.

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  Chapter 03: The First Successful Leadership Retreat Demonstrates Need for Faculty Development

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  Ms. Yadiny explains that, in 2001, a team was put together to make a "last try" to set up a successful initiative. She discusses how the team went about creating a new faculty leadership program that would prove such an initiative could be effective and relevant to MD Anderson faculty. She sketches the process of finding the Executive Development Group. She explains that the team handpicked the sixteen people who would participate in the first retreat, held in The Woodlands. She notes that the response was immediate and unanimously positive and that the curriculum is still largely the same. She sketches other programs that came from that: the Administrative Leadership Program and the Heart of Leadership Program. Ms. Yadiny also begins to sketch how leadership initiatives at MD Anderson evolve within a politicized environment.

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  Chapter 04: Faculty Development in a Politicized Context

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  In this chapter, Ms. Yadiny talks about the political environment in which Faculty Development was established and has evolved. She shares anecdotes to illustrate.

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  Chapter 05: Reflecting on Leadership Qualities

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  In this chapter, Ms. Yadiny reflects on her own leadership qualities and discusses leadership in general. She tells another story of Marshall Hicks, head of the Division of Diagnostic Imaging, as an example of someone who has used the coaching services of Faculty Development to help him through leadership transitions and life transitions. She notes that the Executive Coaching service was established in 2008 to support new chairs and that Ethan Dmitrovsky is expanding coaching services. She notes that she earned her coaching certification. She lists her leadership traits (noting that she is a good idea person, "but this doesn't mean I'm a good manager") then talks about models of leadership she has discovered in her reading of literature. Ms. Yadiny then explains that, even though self-reflection is a key element of leadership training, many people "are terrified of it." She tells an anecdote that demonstrates how seemingly small issues can have a big impact on initiatives. Ms. Yadiny then notes that MD Anderson has had a "case study of leadership" over the past years, since Ronald DePinho came on a president. She notes that she would love to have a conversation with him about what he has learned about leadership and shares an anecdote that suggests he has been thinking about the subject.

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  Chapter 06: A Wide Range of Interests Leads to Library School

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  In this chapter, Ms. Yadiny talks about her family background and her educational path to Library School at McGill University. She talks about her love of reading, her skills with drawing and sports, and her love of life outdoors. She talks about the interests that led her to study literature at the University of Guelph in Ontario, Canada (BA in 1970) and her decision to go to McGill University in Montreal for her MLS (conferred 1973).

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  Chapter 07: International Work and an Interest in Power Dynamics

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  Ms. Yadiny discusses her early jobs with the Royal Society in London, then with the World Health Organization in Geneva, then in Tunisia. She tells anecdotes of the interesting characters she met in London; one of the stories allows her to demonstrate how she became interested in the master/slave relationship and how power factors into communication and power. She notes that she has encountered leaders who can be submissive or sadistic in their relationships with others. She describes the work she did in Geneva with the WHO, the lessons learned from her international experiences, and her reasons for leaving international work.

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  Chapter 08: An Evolving Focus on Leadership Development

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  In this chapter, Ms. Yadiny discusses the series of positions she held that solidified her focus on leadership development. She first talks about her work at the Houston Academy of Medicine in the Texas Medical Center Library ('79 - '90) where she did staff development programming and came to love working with leadership issues. She describes this as a "turning point in her life." She describes the positive work situation and the experience in leadership development she gained. [The recorder is paused.]
  
  Next, Ms. Yadiny talks about her work at the University of Michigan in communications ('90 - '99). She was able to complete a year-long "Planned Change Internship" that enhanced her skills. She talks about meeting Larry Lippitt, whose at the time work provided a basis for the understanding of organization development and how individuals behave within groups.

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  Chapter 09: Faculty Development: Offering Support in a Stressful Environment

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  Ms. Yadiny discusses the stressful work culture at MD Anderson and the challenges that leaders face. She tells a story about a department chair who shed tears during a coaching session and a meeting with his department. She notes that the culture makes faculty members feel unsupported, and they come to Faculty Development for support. She also discusses cross-cultural issues that contribute to the stress, touching on issues that international faculty face and also on issues that arise because of U.S. regional, north/south, differences. She notes that the staff wields informal power, and gives examples of faculty women who have problems with staff members, who call them rude and demanding and often raise enough issues that the female faculty member "ends up in front of a Chair or HR." Ms. Yadiny notes that Faculty Development and the institution in general has not done enough to orient faculty to the southern dimensions of MD Anderson culture. She comments on the fact that 70% of employees are female, but MD Anderson "is a male institution." She comments on her own experience of gender issues and the slow progress made on addressing them since she began her professional life.

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  Chapter 10: Changes in Academic Medicine over the Past Decades

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  After reflecting briefly on the discussion in Interview Session one, Ms. Yadiny sketches how academic medicine has changed in the past decades. She notes the increase of expenses, patient volume, and structural changes to the healthcare system as well as the increasing competition for research money. She gives examples of how these contextual issues play out in the lives of faculty and leader. Ms. Yadiny comments on the challenges of mentoring faculty in this environment. She states that Dr. Ronald DePinho has positively "raised the level of the discussion" about research at MD Anderson, noting that this is threatening to those who aren't of the highest caliber. Ms. Yadiny comments on the challenge of balancing a commitment to compassionate care with a forceful pursuit of hard-driving science. She notes that MD Anderson is a unique institution because it is an academic-corporate hybrid.

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  Chapter 11: The First Several Years of the Faculty Development Initiative

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  Ms. Yadiny fills in details about the evolution of the Department of Faculty Development. She explains why Margaret Kripke, the VP of Academic Affairs in 1999, supported a leadership development initiative. Ms. Yadiny then talks about her activities as Director of Faculty Development between 1999 and 2001, when the first formal course of the Faculty Leadership Academy was put together by a collaborative committee. Ms. Yadiny explains that in 2001, academic medicine trailed the corporate world by about 15 years in understanding leadership. She explains why leadership is so important and notes that MD Anderson had no succession planning and no real culture of leadership. She explains the success of the Leadership Academy and discusses the coaching sessions that are provided to participants and new leaders.

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  Chapter 12: Creating the Faculty Health and Well-being Program

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  Ms. Yadiny recounts the story of how the Faculty Health and Well-being Program was established. She tells the story of the suicide of plastic surgeon, Steve Kroll, in 2001. She notes that when the institution did nothing to address this event, a group of individuals approached then-president John Mendelsohn about doing something for the faculty. This group included: Walter Bayle, MD; Warren Holleman, PhD; Ellen Gritz, PhD; Janis Apted, MLS. This group formed a committee and they set in place a response plan for addressing trauma. Ms. Yadiny next recounts how this initiative evolved into a program. She mentions groundbreaking work the Ellen Gritz and Warren Holleman did on burnout. [The recorder is paused] Ms. Yadiny then talks about several initiatives in Faculty Development. First she talks about Dr. Walter Bayle's use of Interpersonal Communication and Relationship Enhancement to teach communication and leadership. She then talks about Faculty Development's sponsorship of the Houston production of the play, "Wit." Focus groups with clinical faculty related to this production were audio taped and used to produce of the video, "On Being an Oncologist."

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  Chapter 13: Preparing for Coming Challenges to Faculty Development

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  Ms. Yadiny briefly comments on the goals she envisioned for Faculty Development when she became Executive Director in 2002. She then sketches the large-scale changes that MD Anderson will face as national demographics and the healthcare system continue to shift. She reflects on working with new staff members. She explains that she went back to school to earn her certification as a coach so she could be a better support to faculty.
  
  Next, Ms. Yadiny lists the faculty's fears and frustrations and notes that most people who need help are not asking for it.

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  Chapter 14: An MD Anderson Way of Leadership Training

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  In this chapter, Ms. Yadiny characterizes the "MD Anderson way of leadership training." She explains that in 2002 her office settled on a skill-based approach that differed from the theoretical focus of earlier programs. She notes that Dr. Margaret Kripke advocated adoption of this approach and that the program for women faculty, Executive Leadership in Academic Medicine [ELAM], served as a model and was enthusiastically welcomed by all faculty. She next gives examples of challenging situations that MD Anderson leaders can find themselves in (e.g. emotional blackmail and manipulation). She notes that a psychologist at Rice University introduced her to the idea that transition into leadership is a turbulent process akin to an identity crisis. She talks about the learning curve for developing as a leader and emphasizes that MD Anderson is a very complex culture: some leadership consultants have characterized it as the most challenging and toxic they have encountered.

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  Chapter 15: Faculty Development: Directions for Future Growth

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  Ms. Yadiny explains that programs in Faculty Development will increasingly be organized around the idea that transition into leadership catalyzes an identity crisis. She explains a plan to conduct assessments for leadership potential (that could not come to fruition). She discusses motivations that individuals may have for aspiring to leadership roles and notes that most leaders say they get the most satisfaction from training the next generation of leaders or professional in their field. She notes that MD Anderson chair people have demanding roles with more responsibility than their colleagues at other institutions. She explains the growing number of populations that Faculty Development serves at the institution, noting that the faculty is not required to take mandatory classes in leadership (unlike staff people). She discusses preliminary efforts to offer leadership programming for fellows and graduate students. She discusses the advantages of having outside consultants conduct programs and offers a personal anecdote about offering tough feedback.

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  Chapter 16: Growth as a Leader

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  Ms. Yadiny evaluates her own growth as a leader since she "began as a freshman" in Faculty Development at MD Anderson in 1999. In this Chapter she also talks about the importance of emotional intelligence. She begins by discussing what she learned about herself by handling challenging leadership situations. She talks about her (excellent) working relationship with Robert Tillman [Associate Director, Faculty Development] and describes how some problems arose because of her strong working relationship with Janet Simon. She notes a theory that in workplaces, individuals recreate their family of origin around them. Ms. Yadiny then talks about the importance of the emotional brain to leadership development. She notes that she reads a sacred literature to learn more about this and that MD Anderson can "shrink" this dimension of self. She talks about conversations she has with a psychologist who is also a practicing shaman, José Luis Stevens, when she senses distance from her emotional brain. She tells an anecdote about discussing a work challenge with Provost Ethan Dmitrovsky, MD. She lists the serious consequences leaders face if they do not cultivate the emotional dimensions of themselves.

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  Chapter 17: Faculty Development: Caring for the Soul of MD Anderson's Faculty

  Janis A. Yadiny and Tacey A. Rosolowski PhD

  In this chapter, Ms. Yadiny characterizes the essential role of the Department of Faculty Development: to caretake the soul of MD Anderson's faculty. She begins by talking about a retreat held recently to help a department deal with issues of retaliation. She discusses her own experience consulting with this department and recounts an anecdote she heard Bill Johnson (CEO of Heinz) tell about coach.
  
  Next, Ms. Yadiny explains her goals in the years remaining before her retirement: she would like the institution to "understand the full scope of what Faculty Development does." She says that the department is "like a shaman" that brings in the whole person and provides a place of hope for faculty. In the final minutes of the interview, Ms. Yadiny discusses why her work has a spiritual dimension. She acknowledges that she has "played a pretty significant role" at MD Anderson, setting up programs and services to minister to faculty however they require.

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  Chapter 01: Education and Family in Hong Kong

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  Dr. Yung talks about his family background, education, and the challenges of growing up in Hong Kong during the recovery period in the aftermath of World War II. He first explains that his parents came to Hong Kong from China during the War. He describes the family's financial situation and the strong work ethic he gained by working in his father's business. Dr. Yung explains the educational system in Hong Kong. He talks about the origin and growth of his faith. He talks about meeting his wife, Susie Yung, in high school. Dr. Yung next recounts his early educational experiences under the British style, "pyramid" system education in Hong Kong and notes his transfer from a community school to the Jesuit-run Wah Yen College, a "vigorous" and well-funded school where all the teaching was in English. He notes that he became interested in medicine while he was in high school. Dr. Yung recounts how he came to the United States for college.

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  Chapter 02: Medical Education and Laboratory Research Solidifies an Interest in Molecular Analysis

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Yung talks about his college and medical education and his interest in working at MD Anderson. He begins with his arrival in the United States to attend college at the University of Minnesota (f 1968), a "defining moment" in his life, because of the culture shock. Dr. Yung notes that he began as a sophomore and that his research career began during his undergraduate years as he worked on a project that gave him an interested in cancer: he quantified radiation damage to tissue with different types of radiation.
  
  Next, Dr. Yung talks about how his decision to focus on neurology and attend medical school at the University of Chicago, where he kept working on his own research. He talks about his residency and his fellowship at Memorial Sloan Kettering, where he framed his primary research interests: "How do we go from chromosome analysis to molecular analysis?"

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  Chapter 03: Developing a Brain Tumor Clinic at MD Anderson

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Yung talks about his first impressions of MD Anderson and his early efforts to develop the neurology offerings at the institution. He begins by explaining his decision to come to MD Anderson (in 1981) after his fellowship at Memorial Sloan-Kettering. MD Anderson contacted him because the institution needed a neurologist to handle neuro consults. Dr. Yung describes the neurological complications that he would see normally see during consults and explains why he wanted to start the first designated brain tumor clinic at MD Anderson to treat complications and offer but care for primary tumors. Dr. Yung notes that he wanted to continue his research at MD Anderson. He established his laboratory at the Medical School, but relocated to MD Anderson in 1983.

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  Chapter 04: A Reputation For Experimentation and the Impact of Shifting to a Division System in the Eighties

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  Dr. Yung connects MD Anderson's reputation for radical research in the 1980s to the move to reorganize the institution by Divisions in order to foster collaboration. He sets context by noting that MD Anderson struggled with a reputation for experimenting on people as well as with limits imposed on its growth. Dr. Yung explains how in 1982 the second president, Dr. Charles LeMaistre, reorganized the institution according to a division system to foster collaboration between departments and services and created a more systematic environment for promoting clinical research. The division system also fostered a more systematic approach to patient care and more structure in services by focusing on disease type. Dr. Yung next explains that, with that administrative reorganization, many new faculty were hired to provide a platform to enhance the quality of research and research driven patient care.

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  Chapter 05: Stepping Down as Chair of Neuro-Oncology

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  The recorder is started during a conversation in progress. Dr. Yung offers brief comments on his decision to step down as Chair of Neuro-oncology. (He stepped into the role as interim chair in 1999 and became permanent chair in 2002.)

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  Chapter 06: Looking at Chromosomal Patterns in Brain Tumors; Chromosomal Heterogeneity, Chemo-Sensitivity, and EGFR

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  Dr. Yung discusses the evolution of his research, beginning with work on chromosomal patterns at Memorial Sloan-Kettering in the late 70s. He sets this work in the context of the science at that time and its development into the entirely new field of genomic medicine. Next he explains the evolution of his work to include epidermal growth factor receptors (EPGR) and their importance in cells, discussing connections to work of other MD Anderson faculty. He describes the relationship of the gene to kinase and EGFR functions. He then talks about his shift into translational research since 1997. Dr. Yung then sketches the history of translational research at MD Anderson, noting that in the Eighties and Nineties, the institution became a forerunner in applying translational research to clinical questions.

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  Chapter 07: Research Pathways and Research Issues that Emerge from EGFR Work

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Yung talks about the research paths that evolved from his work on EGFR, though he has been unsuccessful so far in discovering how to render glioblastoma sensitive to the receptor. He goes on to describe the lines of research that have opened up and also discusses controversies that have arisen around the issue of sequencing the cancer genome. He notes that MD Anderson is one of the suppliers of tissue to The Cancer Genome Atlas project -and he is involved in this. Dr. Yung also explains how the body of knowledge growing from this project and the International Cancer Genome Continuum has influenced how researchers look at tumors. Dr. Yung explains that the fundamental question is Can we understand the evolution of a tumor? He notes the special technical and ethical difficulties that arise with examining brain tumors.

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  Chapter 08: Brain Tumor Research: Translational Studies in Progress and the NCI Study Section

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Yung sketches his other research activities on glioblastoma. He first talks about his activities with the NCI and other groups focused on developing clinical, translational studies of brain cancer. He talks about the challenges of setting up such studies. Dr. Yung next talks about his clinical trials with the drug, BKM 120. He explains how this study also demonstrates the difficultly of attracting attention to a "small cancer" and how MD Anderson can partner with drug companies.

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  Chapter 09: The Challenges of Glioblastoma; MD Anderson's Moon Shot Program; No Low-Hanging Fruit for Neuro-Oncology Research

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  Dr. Yung explains the challenges that glioblastoma presents to the researcher then sketches the work he is doing to build collaboration among the brain tumor community. He notes that Dr. Charles A. LeMaistre [Oral History Interview] started the Brain Tumor Group, now the largest in the country and the world. Dr. Yung next talks about MD Anderson's Moon Shots Program, now expanding to include more than the six cancers. He talks about the structure of the Moon Shots program and evaluates the lessons learned from its early years. He notes the aim of the Program to focus on "low hanging fruit" that can lead quickly to treatment advances, and explains that there are no such quick remedies on the horizon for treating glioblastoma.

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  Chapter 10: Creating a New Department of Neuro-Oncology in 1983

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Yung tells the history of the Neuro-oncology Department from 1983 to 1988. The Department was formed around the same time as the structural reorganization of MD Anderson according to a division system. Dr. Yung talks about the autonomy that the Department was given within this new system. He notes the functions of the new Department: provide neuro consults, manage the Brain Tumor Clinic and Pain Management Section, and provide psychiatry services. Dr. Yung notes that his vision from the beginning was to build brain tumor research. He talks about milestones: the creation of the Brain Tumor Clinic, then the Fellowship Program, and the Department's growing patient load and reputation. Dr. Yung then explains that he and others created joint meetings and rounds cutting across departmental and division boundaries. He also explains that he took advantage of this collaboration to work with the NCI's Cancer Therapy Evaluation Program to develop clinical trials. Members of the Department joined the Brain Tumor Committee within the Radiation Therapy Oncology Group.

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  Chapter 11: Creating Networks for Clinical Trials

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  Dr. Yung begins this chapter by observing that, in 1988, the new Department had expanded and Dr. Field was ready to retire. Dr. LeMaistre wanted to expand neuro services and recruited Dr. Leaven to chair Neuro-Oncology and provided him with a large package to expand the research and clinical operations. Dr. Yung notes that he was still continuing to run his own research. He also took advantage of the NCI's desire to stimulate brain tumor research and he created a network of institutions for running Phase I clinical trials. He describes what he did to create the consortia under NCI guidelines and the lessons learned as the networks were reorganized. Dr. Yung observes that this project resulted in the NCI adding pediatric brain tumors to clinical trials. He explains that brain tumors are the second most common cancers in children. He also provides an overview of the limited array of drugs available for treating brain cancers, with focus now moving from cytotoxic agents to targeted therapies and immunotherapies. He notes that as the Department grew, there were more opportunities to take advantage of patient philanthropy to support research.

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  Chapter 12: Becoming Chair of Neuro-Oncology and Developing Collaborations with Neuro-Surgery

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  Dr. Yung explains that in 1990, Neuro-Surgery became a department and Dr. Raymond Sawaya [Oral History Interview] was recruited to head it. He describes the period of expansion that began for both departments at that time. Dr. Yung gives examples of research in Neuro-Oncology and their ties to the institution's status as a comprehensive cancer center. Dr. Yung explains Dr. John Mendelsohn's [Oral History Interview] continued support the combined activities of Neuro-Oncology and Neuro-Surgery, known as the Brain Tumor Program. He stresses that he and Dr. Sawaya shared a commitment to building multi-disciplinary research and care initiatives and he describes the "blessing" for this group that faculty work well together. He describes his goals at the time and his continued commitment to work with Neurosurgery and related fields to develop a cohesive program in patient care and research. He talks about collaborative projects, including development of an oncolytic virus -a rare example of a successful brain tumor drug.

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  Chapter 13: Focusing on Work, Faith, and Hope During Cancer Treatment

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Yung talks about his experiences as a patient after his 1999 diagnosis with a rare bladder cancer. He sketches the medical dimensions of the disease, the slow process of diagnosing it, and his choice to have chemotherapy followed by radical surgery. He talks about his faith and his choice to have treatment at MD Anderson and have a true patient experience, not special treatment for an MD or VIP. Dr. Yung observes that his patient experiences have made him a better caregiver and advisor to the department when changes to the clinics and care deliver are planned. Dr. Yung talks about the different ways patients cope with a cancer diagnosis. He notes the special case of brain cancer patients, who lose cognitive function and their independence. Dr. Yung says that he advises patients that accepting their diagnosis early will help them avoid depression and other complications. Dr. Yung notes that he took on the Chairmanship of the Department of Neuro-oncology during his treatment. He felt he had been given extra time to use for his department. He lists the projects he wanted to push forward.

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  Chapter 14: Building the Advanced Practice Nurse Program

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Yung talks about the expansion of the Advanced Practice Nurse program once he became department chair. He first notes how important support staff are to extending clinical care and then explains why he elected to expand APNs in particular. Dr. Young says that most institutions do not have the rich resource of nurses that MD Anderson has: research nurses, APNs, clinic nurses, and in-patient nurses. He sketches the roles that the APN services in assisting patients' caregivers and building quality of life for patients.

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  Chapter 15: The Collaborative Ependymoma Research Network (CERN); Funding Research

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  Dr. Yung describes his efforts to support research into the rare cancer, ependymoma and talks about the challenges of funding innovative research in a time of fiscal conservatism. He begins by giving an overview of the four types of brain cancers then recounts how the Collaborative Ependymoma Research Network (CERN) and now serves as model for using private funds to fund research. Next Dr. Yung offers his perspective on the conservatism of government funding of research versus private systems that can take risks. Innovative clinical trials require collaboration of government, the drug industry, and private foundations. Dr. Yung then describes a plan now being implemented to bring these forces together to look at the molecular characteristics of different types of glioblastoma to determine which drugs might target them, sharing the financial risk of running the trials. He notes that this approach has some features in common with MD Anderson's Moon Shots Program.

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  Chapter 16: MD Anderson's "Horizonally-Organized" Brain Tumor Center

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  In this chapter, Dr. Yung focuses on the Brain Tumor Center, created via the working relationships and shared resources that link sixty members from Neur-oncology, Neuro-surgery, Imaging, Neuro-pathology and other services. Dr. Yung explains that these working relationships enable neuro-focused members to get individual and multi-investigator funding, and that the SPORE grant is "a triumph of the Brain Tumor Center." Dr. Yung next comments on the difficulties of formalizing the Brain Tumor Center as a self-contained unit within MD Anderson. (This discussion refers to the fact that the head of Neuro-Surgery, Dr. Raymond Sawaya, is an advocate of such independent status. Dr. Sawaya discusses this at length in his oral history interview.) Dr. Yung cites the enormous cost of running an independent Center, given the expense of the technology required. Dr. Yung says that the Brain Tumor Center will enter a new phase when a new chairman of Neuro-Oncology replaces him. He also feels that the Center currently offers a solid platform to expand immunotherapy with a new emphasis on T-cell function.

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  Chapter 17: The Defeat Glioblastoma Initiative and the NCI Brain Malignancy Steering Committee

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  Dr. Yung first describes the The Defeat Glioblastoma Initiative, an inter-institutional collaboration he has established between UCSD, UCLA, Memorial Sloan-Kettering Cancer Center, and MD Anderson to address glioblastoma. He notes that the Initiative is poised to expand and add international collaborators. Dr. Yung next describes his service on the NCI Brain Malignancy Steering Committee, set up in 2001 response to the request from National Institute of Medicine to provide more review of applications for research funds. The aim is to identify high-value concepts, prevent duplication of efforts, and create collaborations. Dr. Yung explains that this committee's role reflects the new reality of team science and limited resources. Dr. Yung then comments on the challenges of creating collaborations between scientists who originally thought they would run projects independently.

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  Chapter 18: Key Periods of Change at MD Anderson

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  Dr. Yung offers his perspectives on periods when MD Anderson has undergone large changes. He first discusses Dr. Charles LeMaistre's role in handling the HMO crisis in the early nineties. He next talks about Dr. John Mendelsohn's in setting the institution on "an upswing" of growth and corporatization. He describes how hard it is to manage growth so the institution remains true to its mission of delivering research-driven care, rather than deviating and increasing patient care to generate income to sustain the institution. He notes the pressure and debates that come each year with requests to see more patients, cut back on expenses. Dr. Yung then talks about Dr. Ronald DePinho, who came in "with a good heart and an insightful" view of how to elevate MD Anderson to a position of making an impact on specific cancers. He explains that Dr. DePinho has brought in necessary change, notable addressing complacency and a lack of productivity among the faculty. He says that Dr. DePinho has yet to address the need for investment in infrastructure for clinical research.

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  Chapter 19: Stepping Down as Chair; Accomplishments in Perspective; A Sunday School Teacher

  Wai-Kwan Alfred Yung MD and Tacey A. Rosolowski PhD

  Dr. Yung begins this chapter by sketching the activities he will focus on after stepping down as chair. He next says that he is gratified to see how the Department has grown under his leadership, particularly in the areas of research and psychiatry. He talks about initiatives that have not advanced sufficiently, notable training of physician-scientists and providing a culture for their success. He shares what he would like the department to achieve in the next ten years, notably advances in brain metastasis. Finally, Dr. Yung talks about teaching adult "Sunday school" classes at his church, where he trains the next generation of church leaders. Dr. Yung says that his own faith enters into his work with patients, whom he encourages to have hope.