335,836 research outputs found
Elder J. M. Anderson
No full textFirst J. M. Anderson was the first missionary to China, 194147.356 K
Anna Hanselman, MD Anderson\u27s First Nurse, 1960
No full textM.D. Anderson\u27s first nurse dies at age 88. Anna Hanselman, R.N., M. D Anderson\u27s first nurse, is shown at her reitirement party in 1960. Hanselman joined the staff of the istitution in 1943, with Dr. E W. Bertner, acting director. She helped estabish early on, M. D. Anderson\u27s reputation for compassionate and competent car of the cancer patient. from Messenger February 1980https://openworks.mdanderson.org/nursing_img/1001/thumbnail.jp
Chapter 02: R. Lee Clark’s Vision for MD Anderson: A Hospital, Research Institution, and a Setting Where Everyone Belonged
No full textIn this chapter, Dr. Bowen talks about coming to work at MD Anderson, his reflections on the institution’s early days, and how MD Anderson developed both a medical and an academic character. He also discusses the institution’s organizational structure and explains why people, “Once they got to M. D. Anderson, they never wanted to work anyplace else.”https://openworks.mdanderson.org/mchv_interviewchapters/1674/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
Chapter 05: Practicing Pathology at MD Anderson
No full textIn this chapter, Dr. Bruner traces how she became a faculty associate at MD Anderson in 1984 (becoming an assistant professor in 1985). She had already become familiar with MD Anderson\u27s electron microscopy service while at Baylor, working closely with Dr. Bruce Mackay (and she almost specialized in electron microscopy). Dr. Mackay helped arrange for her faculty associate position, during which she divided her time between general pathology and neuropathology (she was the only neuropathologist on staff). She was very impressed with MD Anderson pathologists, who loved to practice, and she compares the collegiality and the unique work ethic in the pathology lab with others she had experienced. Dr. Bruner recalls two memorable cases from this period, when she had to overturn pediatric diagnoses made by senior physicians much less experienced with neuropathology than she, and notes that Dr. Batsakis eventually required that she see all the neuropathology cases.https://openworks.mdanderson.org/mchv_interviewchapters/1512/thumbnail.jp
Chapter 13: Cultivating Leadership at MD Anderson
No full textHere Dr. Bruner talks about leadership development at MD Anderson, beginning with the courses she took via the American College of Physician Executives. She notes that MD Anderson offered few opportunities for leadership training in the nineties, but that changed in early 2000, when the Office of Faculty Development hired the Executive Development Leadership Group to offer formal training. She talks about the courses offered and also describes how the pace of the first courses was too slow for MD Anderson\u27s high speed culture where minds move quickly. She then talks about the creation of the Faculty Leadership Academy (in 2002/3) whose goal was to offer a curriculum of basic leadership principles that faculty aren\u27t exposed to during professional training, but that are needed in most roles: supervisory skills, conflict resolution, evaluation, mentoring, hiring and firing, etc. At the end of this chapter, Dr. Bruner gives an example of a departmental dilemma requiring complex skillshttps://openworks.mdanderson.org/mchv_interviewchapters/1520/thumbnail.jp
Chapter 02: Recruitment to MD Anderson and Dr. R. Lee Clark, the “Visionary”
No full textDr. Byers relates influences on his decision to join MD Anderson, political considerations in building MD Anderson, and others who joined MD Anderson who worked in, or in concert with, the new field of Head & Neck Surgery. Finally, Dr. Byers gives examples of Dr. R. Lee Clark being a “visionary.”https://openworks.mdanderson.org/surgeryhist_interviewchapters/1012/thumbnail.jp
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