4 0 • O U T P A T I E N T S U R G E R Y M A G A Z I N E • J U L Y 2 0 2 0
When data uncovers a potential issue, don't fall into the trap of
framing it as "good" or "bad." If you can analyze issues of race
with an open mind, an honest discussion emerges around sub-
conscious bias, implicit bias and stereotyping, things we're all
guilty of on some level. We tend to default to these biases when
we're in a high-pressure, stress-filled environment — the literal
description of a fast-paced OR.
To combat deep-rooted, system-based stereotypes, you have
to do a deeper dive into what's lurking below the surface. Only
after you analyze ways in which structural racism impacts
health care can you correct actual or potential issues.
Make sure your values regarding diversity and inclusion are
known throughout your entire organization. You need to clear-
ly articulate what behaviors won't be accepted and make sure
everyone feels comfortable reporting race-related issues that
may arise.
Investing in diversity and working to remove biases and struc-
turally racist systems, which might exist in your facility without
you being aware, is beneficial on many levels. The research tells
us that we solve problems better, get more out of employees and
are able to excel on an organizational level when everyone feels
valued and engaged. Leveraging individuals with different lived
and learned experiences makes us better in everything we do.
Joseph Betancourt, MD, MPH
Vice President and Chief Equity
and Inclusion Officer
Massachusetts General Hospital
Boston, Mass.