208,864 research outputs found
Chapter 06: An Offer from MD Anderson
No full textDr. DuBois begins this chapter by observing that administrators take two to three years to understand the ropes of their new roles, two to three years to set up processes, and another two to three years to reap the benefits of these processes.He next talks about stepping into the role of Director of Vanderbilt University\u27s cancer center in 2005, because the former director was retiring and the institution wanted an internal hire. In 2006, he notes, he got a call from John Mendelsohn to talk about an opportunity to serve as Provost at MD Anderson. He explains what he learned of the situation at MD Anderson and what it might offer him. He also explains his family\u27s reluctance to leave Nashville.https://openworks.mdanderson.org/mchv_interviewchapters/1660/thumbnail.jp
Chapter 07: Provost and EVP at MD Anderson: an Overview
No full textIn this chapter, Dr. DuBois provides an overview of the position he assumed when coming to MD Anderson in 2012. He first shares his impressions of Dr. John Mendelsohn, then president of MD Anderson, then notes that he was involved in assisting Dr. Mendelsohn secure the $150 million gift from the Khalifa Foundation of the United Arab Emirates.Next he explains that his mandate from Dr. Mendelsohn was to develop the institution\u27s research to higher levels. He describes what had been set in place by the time he arrived, including Dr.Mendelsohn\u27s idea of the cancer care cycle. He explains that he focused on stimulating collaboration across the institution, getting teams to work well together, and on supporting study of patients who were unusual responders to treatment. Dr. DuBois talks about setting up his own lab on South Campus.Next, he mentions that, when asked what MD Anderson could do to move to the cutting edge of research, he responded that immunotherapy would be a fruitful research path. He explains that he already knew Jim Allison and his work and began speaking with Dr. Allison about coming to MD Anderson. 3Dr. DuBois then explains that he was hired into a role of Provost when the position had previously been titled, Chief Academic Officer, to send more of an academic message. He explains what the former CAO had set in place before he arrived.https://openworks.mdanderson.org/mchv_interviewchapters/1661/thumbnail.jp
Chapter 12: The Competing Priorities of Patient Care and Research in the Past and Future of MD Anderson, and the Unsung Hero Clinicians at MD Anderson
No full textDr. Byers gives his perspective on the priority of personal patient care in MD Anderson’s past, Dr. R. Lee Clark’s emphasis on it relative to research, the trend of its deemphasis under subsequent MD Anderson presidents, and the necessity for its reemphasis in the future. Dr. Balch and Dr. Beyers then name the unsung heroes, who “did not publish 50 or 100 papers” or participate in clinical trials, MD Anderson clinicians: Drs. Oscar M. Guillamondegui, William “Bill” MacComb, Edgar “Ed” White, Richard “Dick” G. Martin, Felix N. Rutledge and Douglas E. Johnson. Dr. Byers talks about his pursuit of the “3 Legs of the Stool” (research, publishing, and clinical work), acknowledged the role of publishing to fund MD Anderson research, but emphasized the need for “bench to bed (bedside)” direct application of research to patient care.https://openworks.mdanderson.org/surgeryhist_interviewchapters/1022/thumbnail.jp
Mango DMC and spectra Anderson et al. 2020
No full textThis data set contains NIR absorbance spectra of the wavelength range 309 - 1149 nm of mango mesocarp with corresponding dry matter content values. This was the data set used in Anderson et al. 2020 "Achieving robustness across season, location and cultivar for a NIRS model for intact mango fruit dry matter content"
A table has ben added for reference sample descriptions (by cultivar with mean and standard deviation)
Chapter 32: The MD Anderson Presidents
No full textDr. Hortobagyi first gives an overview of R. Lee Clark and sketches a portrait of MD Anderson in 1974, when Dr. Clark recruited him. Dr. Hortobagyi tells a story to show how solicitous the Texas Legislature was of R. Lee Clark’s requests for money. He goes on to talk about the many good recruitments Dr. Clark secured as well as his incredible vision. Dr. Hortobagyi then describes the situation in Texas in 1941, when Dr. Clark conceived of the new Cancer Center, then describes his administrative style. Dr. Hortobagyi recalls his fellowship period and notes that Dr. Clark always knew who he was and remembered the project he was working on. Dr. Hortobagyi also remembers that fellows would sleep on a couch in Dr. Clark’s office, and he’d nudge them out in the morning when he came in.
Dr. Hortobagyi praises Dr. Clark’s practice of developing international connections. As a result, he says, MD Anderson trained many international students who became leaders in the global cancer community. Dr. Hortobagyi then shifts to Charles LeMaistre, offering background on his research, then noting that he was a more reserved administrator, with primary skills in political interactions with the Legislature and with higher education. He talks about the difficult years of Dr. LeMaistre’s tenure, when about two thousand employees were laid off, “dampening the spirit of the institution.”
He then shifts to John Mendelsohn, who was able to “lift the institutions spirits in an hour” by going on record and saying that MD Anderson was doing fine. Dr. Hortobagyi give some background on Dr. Mendelsohn’s administration, noting his fundraising skills, his innocence, candor, and ability to talk to anyone. He describes him as “a communicator.”
Dr. Hortobagyi then talks about the growth of the Development Office under Dr. Mendelsohn and his ability to recruit good people. He also notes that Dr. Mendelsohn “didn’t have a mean bone in his body,” which was a disadvantage when it came to making painful decisions. Dr. Hortobagyi offers an example of decision making about laboratory space that was held back because of this limitation. He also observes that Dr. Mendelsohn’s administration was tarnished in the last years of his tenure and that he became more enclosed with his inner circle and lost touch with the faculty. Dr. Hortobagyi then shifts to Dr. DePinho, saying that he was a surprise choice, never having led a patient-care institution. Dr. Hortobagyi hopes that he picks up those skills and that the four missions stay in balance.https://openworks.mdanderson.org/mchv_interviewchapters/2134/thumbnail.jp
Gabriel N. Hortobagyi, MD, Oral History Interview, March 15, 2013
No full textMajor Topics Covered: Overview of breast medical oncology: as a field; history of at MD Anderson Service to organizations and projects in the United States and abroad Views on MD Anderson presidentshttps://openworks.mdanderson.org/mchv_interviewsessions/1217/thumbnail.jp
Chapter 13: A Candidate for the Presidency of MD Anderson;
No full textIn this chapter, Dr. DuBois talks about undertaking the process of applying to be MD Anderson\u27s fourth president. In response to the interviewer\u27s observation that many people in the institution felt he was viewed as Dr. John Mendelsohn\u27s heir apparent, Dr. DuBois confirms that Dr. Mendelsohn raised the issue of his retirement from the presidency during their first recruiting conversations. He felt he was groomed for the role. He then describes the search process and the steps he underwent to apply and interview for the position of president. He notes that he had a lot of support within the institution, but that the Board of Regents makes their own, independent choice, and internal candidates have challenges. (Dr. DuBois explains that he was really focused on the administration of the institution, on making incremental changes within the reality of the institution as opposed to bringing broad visions of institutional transformation, an allusion to the perspective brought by outside candidates. Dr. DuBois sketches the areas of growth he included in the vision he presented to the Board of Regents. Dr. DuBois then talks about going through the final interview process and then getting the news that the Board had made another choice. He explains why he had wanted to job. He talks about his disappointment and initial feeling that he wanted to move on to another institution, but that people within MD Anderson asked him to stay on to help with the transition under Dr. Ronald DePinho.https://openworks.mdanderson.org/mchv_interviewchapters/1667/thumbnail.jp
Chapter 08: On Growing as a Leader, First Impressions of MD Anderson, and a First Day on the Job
No full textDr. DuBois begins this chapter with a few additional comments about his decision to leave his position at Vanderbilt University and take on the role of Provost at MD Anderson.Next he reflects on how the role of Provost allowed him to up his game as a leader and notes how the sheer size of the institution as well as the varied research interests of faculty presented a challenge. He also notes that his own experience with high-impact publishing allowed him gave him insight into the research environment.Next, Dr. DuBois explains that on coming to MD Anderson he saw how dedicated employees were to their jobs and to patient-centered care. HIPAA - he also explains his personal connection with the institution through an aunt who was diagnosed with breast cancer and whose quality of life was greatly improved with MD Anderson treatment.Dr. DuBois then explains how a family emergency interrupted his first day on the job.https://openworks.mdanderson.org/mchv_interviewchapters/1662/thumbnail.jp
Gabriel N. Hortobagyi, MD, Oral History Interview, January 28, 2013
No full textMajor Topics Covered: Patient centered service, evolution of at MD Anderson Leadership and mentoring experiences and principles Educating breast medical oncologistshttps://openworks.mdanderson.org/mchv_interviewsessions/1216/thumbnail.jp
Chapter 20: Breast Cancer Service at MD Anderson in the Late Seventies
No full textIn this chapter, Dr. Hortobagyi talks about the state of breast cancer services at MD Anderson and in the country in the late seventies. He begins explaining the position of the Breast Cancer Service within the institution, lists his colleagues, then notes that the non-surgical treatment of breast cancer was evolving in the seventies (and eighties). Dr. Aman Buzdar shared Dr. Hortobagyi’s commitment to research, and they both learned how to treat breast cancer via an “empirical” process that was common in institutions at that time, when medical oncology was not yet a specialty and institutions lacked formal training programs of the type common today. In general, health care institutions were less structured than they are today, and researchers had much more freedom.https://openworks.mdanderson.org/mchv_interviewchapters/2122/thumbnail.jp
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