345,470 research outputs found
I Remember column in which author Wendy Anderson describes a Christmas Eve in
No full textI Remember column in which author Wendy Anderson describes a Christmas Eve in the 1960s when her family waited anxiously for her father, Arvid, to return home to Monson during a snowstorm. Her father arrived safely on Christmas afternoon, after digging his car out from nearly three feet of snow
Chapter 12: The Center for Global Oncology Becomes the MD Anderson Cancer Network, Part I
No full textMs. Hay explains how institutional growth has resulted in reorganization that has brought the Center for Global Oncology into the new MD Anderson Cancer Network. The aim, she explains, has been to address the disconnect between business development and research.
She talks about the “product line” of connections with MD Anderson: partnerships, sister institutions, and certified membership.
Ms. Hay also explains the process by which the MD Anderson Network’s significance has been clarified within MD Anderson, winning support from division heads. Since division heads must approve physicians working in partner institutions, this facilitates expansion.https://openworks.mdanderson.org/mchv_interviewchapters/1958/thumbnail.jp
Chapter 05: CNO and VP of Nursing Practice at MD Anderson
No full textDr. Porter explains that she received a call from a recruiter for MD Anderson and describes coming to visit the institution for her current role.
Dr. Porter explains that because she had visited MD Anderson in 2010 for a survey, she knew many people and “felt like I worked here.” She explains how she decided to leave Mount Sinai and how she wanted to take on the challenge of seeing how she could contribute to move the MD Anderson bar even higher.https://openworks.mdanderson.org/mchv_interviewchapters/2376/thumbnail.jp
Chapter 10: The Alkek Hospital and the MD Anderson Way of Constructing Buildings
No full textMr. Daigneau begins this chapter with two examples of lessons learned from the Three-Building Plan. The first came from Alkek Hospital. The third floor was to house all the diagnostic imaging equipment, but by the time construction reached the third floor, the technology had changed and the most up-to-date equipment would not fit in the rooms. They had to tear out everything and redesign the rooms. The second example involves problems with moving users into new buildings. Mr. Daigneau summarizes the goal that he set for MD Anderson building projects: three years from the statement I want a building to moving in. Because time is your enemy, his strategy was to reduce construction time as much as possible and to delay building out shells to the last moment (providing opportunities for needed design changes). He describes how this works and also sketches other strategies that preserve options in building projects: how to work with architects, how to use the design-build system to an advantage, types of designs to focus on. He notes that he and others studied how malls are built to exploit ideas about preserving flexibility. Mr. Daigneau notes that he took pride in the fact that MD Anderson could build faster than anyone in the Texas Medical Center, including private institutions. He describes the MD Anderson way of building: build fast, don\u27t make mistakes, and engage everyone who will occupy the building all the way through the process.https://openworks.mdanderson.org/mchv_interviewchapters/1132/thumbnail.jp
Supplemental Data for A Phase II Study of Talazoparib Tosylate in Advanced Cancer Patients with Somatic and Germline (Not Breast or Ovarian Cancer) Alterations of BRCA1/2, Mutations/Deletions/Amplification in Other Homologous Recombination Repair Pathway Genes and PTEN or PTEN loss
No full textThe de-identified participant data and dataset generated during and/or analyzed during the current study are available from the corresponding author on reasonable request.
Custom code that was used in the generation or analysis of the datasets is available upon reasonable request.
Corresponding Author: Sarina Piha-Paul,Department of Investigational Cancer Therapeutics (A Phase I Clinical Trials Program), University of Texas MD Anderson Cancer Center, Houston, TX. Phone: (713)-563-1055, Fax:(713)-792-3535, [email protected]://openworks.mdanderson.org/ict/1000/thumbnail.jp
Chapter 08: The Ethics Committee at MD Anderson, Part I: an overview
No full textDr. Ewer begins this chapter by stressing that MD Anderson has always been interested in ‘doing the right thing for patients.’ He goes on to sketch how that desire was first formalized when the Ethics Committee was formed under President Charles. A. LeMaistre [oral history interview]. Dr. Ewer sketches the membership of the committee. He then talks about the main types of policy issues the Committee worked on during the period when he was a member and chair (1985-1993; 1988-1993). First he discusses the committee’s development of a “decision triangle” to determine the weight that patient/family input should have in medical decision making. Next he talks about how MD Anderson stopped the current (in the 80s) “go slow” code in use at many institutions. Next he explains why the Ethics Committee decided not to become involved in the IRBs and examine issues in research protocols, but focused on clinical situations.
Dr. Ewer notes that the Committee made many controversial decisions, which eventually led to its disbanding (as sketched in the last session). He discusses two cases of controversy.https://openworks.mdanderson.org/mchv_interviewchapters/1807/thumbnail.jp
Chapter 06 : Surgical Oncology at MD Anderson, Part I: Changing Surgical Tradition
No full textDr. Balch begins this chapter by explaining how his research on melanoma raised his visibility and brought him to the attention of other institutions. Eventually he received a call from Bob Hickey at MD Anderson, and Dr. Balch explains that he developed a vision and plan for the evolution of surgical oncology. He describes the situation in surgery at that time (mid-eighties): excellent clinical surgery, but no academic programs, no research, no clinical trials, and a traditionalist approach that created a gap between the MD Anderson way of surgery and advances being adopted at other institutions. Dr. Balch explains that he presented a plan for super-specialization (to also guide recruiting), for database development, management, and biostatistics to support clinical trials, for multi-disciplinary care, and active competition for grant dollars. He also observes that he and his plan were not well-received in the Department of Surgery, explaining why. He give examples of the traditionalist approach in the department and the generalist focus. Next, Dr. Balch outlines his first steps in implementing his vision, first reorganizing the Department of Surgery as the Department of Surgical Oncology and tracking patient outcomes to set in place a system where outcomes should be the same regardless of who did the surgery. He talks about individuals he recruited.https://openworks.mdanderson.org/mchv_interviewchapters/1465/thumbnail.jp
Chapter 10: A Pioneering Attitude at MD Anderson: The Nature of Translational Research and The Physician-Scientist --a ‘Dying Breed’
No full textDr. Kleinerman begins by explaining that she looked at problems differently because of her basic sciences background. She then explains her view that physician-scientists are a dying breed, and goes on to explain her definition of translational research and important a physician’s perspective is to it.
Picking up a thread of the discussion about MD Anderson Culture; in Session I, she explains that closing clinicians out of research is a “national tragedy” created by the decreases in money available for funding. She observes that before Dr. Ronald DePinho assumed the presidency of MD Anderson, the institution held the attitude that it was unique and did not want to rely on external systems to validate the research conducted within the institution.https://openworks.mdanderson.org/mchv_interviewchapters/2403/thumbnail.jp
Chapter 02: Public Affairs: Working Closely with MD Anderson Presidents
No full textMr. 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.https://openworks.mdanderson.org/mchv_interviewchapters/1380/thumbnail.jp
Chapter 02 : Inspired by J Freireich and Doing Support Work for MD Anderson Researchers
No full textIn this chapter, Dr. Elting explains that after a friend suggested she work at MD Anderson to make money for college, she got a job as a clerk-typist in the Tumor Registry, where she learned about diagnoses, anatomy, and treatment. She tells an anecdote about how she came to attend rounds one day in Developmental Therapeutics. The outcomes for patients that day were particularly bad, she recalls, and Dr. Emil J Freireich [Oral History Interview] talked the faculty to remind that that a cure could be discovered at any moment. She says, “I was a goner,” she was so inspired.https://openworks.mdanderson.org/mchv_interviewchapters/1703/thumbnail.jp
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