263,502 research outputs found
Chapter 05: MD Anderson in the Sixties –A Culture of Innovation
No full textIn this chapter, Dr. Hill compares MD Anderson to Memorial Sloan-Kettering and the Mayo Clinic (Dr. Clark’s model for MD Anderson), noting that, at the time, MD Anderson could not replicate the cultures and traditions of these well-established services. Dr. Hill comments on Dr. Clark’s leadership style and vision and the innovative ideas he implemented at MD Anderson.https://openworks.mdanderson.org/mchv_interviewchapters/2041/thumbnail.jp
Chapter 16: Preserving the MD Anderson Brand Despite Global Growth
No full textIn this chapter, Dr. Hill discusses financial challenges that MD Anderson currently faces: challenges in expanding the MD Anderson culture beyond Houston while preserving the culture of care; competition between service providers. He also speaks about the new president, Dr. Ronald DePinho –what he appears to offer and also his lack of experience in the operation of clinical services.https://openworks.mdanderson.org/mchv_interviewchapters/2052/thumbnail.jp
Chapter 20: Hospice and MD Anderson
No full textIn this chapter, Dr. Hill focuses on his work with the Hospice Movement. He describes the beginning of the Hospice movement in the U.S. (Dr. Hill attended the movement’s first meetings; he serves on the Board of Houston Hospice.) He explains why Dr. Clark was anti-Hospice at the time. He describes some basic beliefs of the group he worked with, primary psychologists, and shares a number of stories that show how he helped shape how Hospice in Houston functioned and evolved into a centralized institution. He again notes that Dr. Clark was against Hospice and such efforts as “Reach to Recovery.” He contextualizes Dr. Clark’s attitude in the anti-MD Anderson movement in Texas (fueled by MD Anderson’s fee-for-service policy) and explains why his attitude eventually shifted, though he stresses that MD Anderson “does not exist to preside over anyone’s death.”https://openworks.mdanderson.org/mchv_interviewchapters/2056/thumbnail.jp
Chapter 09: Experience at Duke and Coming to MD Anderson to Build Research
No full textDr. Bast gives an overview of prior administrative experience then talks about his work once he arrived at MD Anderson to take over leadership of the Division of Cancer Medicine from Irwin Krakoff. He then describes the research scenario and explains that MD Anderson had always been great clinically, but was not strong in basic science and translational research, though Dr. Krakoff built a good infrastructure for the continued growth of research. Dr. Bast talks about the opportunities he saw on arriving, noting the anything is possible spirit at MD Anderson, which he observes may be due to Texas culture. He notes his mission to build translational research, strengthen MD Anderson education and training.https://openworks.mdanderson.org/mchv_interviewchapters/1443/thumbnail.jp
Chapter 03: A Review of MD Anderson Research in the Early Seventies and a Discussion of Clinical Trials
No full textDr. Bast begins this chapter by noting that, in the mid-seventies he wrote a review of research on BCG and cancer for the New England Journal of Medicine and included comments on the poor quality of research at MD Anderson. He gives further context, noting the controversies over randomized clinical trials and the bias at MD Anderson for conducting single arm trials. Dr. Bast next explains why today studies of targeted therapy can be productively advanced by single-arm trials, though they require final confirmation by randomized trials to win FDA approval for any drugs or procedures.https://openworks.mdanderson.org/mchv_interviewchapters/1437/thumbnail.jp
Edward K. Anderson to James C. Furman
No full textA one page letter and envelope from Edward K. Anderson to James C. Furma
Chapter 04: The Faculty: The Intellectual Engine of MD Anderson
No full textMr. 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.https://openworks.mdanderson.org/mchv_interviewchapters/1382/thumbnail.jp
Chapter 15: Remembering MD Anderson Presidents and Dr. Eleanor MacDonald
No full textDr. Hill begins this chapter by noting that Dr. Clark supported any change that would improve efficiency and positive effects for patients. He then goes on Eleanor MacDonald [Oral History Interview], an epidemiology specialist with a visionary sense of records organization: she established a system of data and records-keeping for MD Anderson that influenced the entire medical system in Texas. Dr. Hill notes that Miss MacDonald’s work guaranteed the quality of MD Anderson research. He then offers additional observations about Dr. Clark, comparing his leadership style to Dr. Charles LeMaistre’s [Oral History Interview] and discussing the transition as Dr. Clark stayed at MD Anderson during the beginning of Dr. LeMaistre’s presidency of the institution. He recalls working with Roman Arnoldy, an engineer who organized the building of Rotary House (built on the model of a hotel attached to the Cleveland Clinic), which provides convenient and medically appropriate accommodations for patients. He also evaluates Dr. Mendelsohn’s [Oral History Interview] leadership style with the previous presidents, praising his science as well as his administrative and fundraising skills.https://openworks.mdanderson.org/mchv_interviewchapters/2051/thumbnail.jp
The Deacon : presented by the Anderson Amateur Dramatic Society, Anderson, Tex., Friday, March 25.
No full textA playbill for the play ''The Deacon'' put on by the Anderson Amateur Dramatic Society.Playbill. Date of publication suggested by vendor, using perpetual calendar and the fact that The Deacon was written by Horace C. Dale in 1892. ''Compliments of ''The Navasota review.'
Chapter 08: Public Affairs: Writing the MD Anderson Mission Statement and the Code of Ethics
No full textIn this segment, 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.https://openworks.mdanderson.org/mchv_interviewchapters/1386/thumbnail.jp
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