A U G U S T 2 0 2 0 • O R E X C E L L E N C E . C O M • 2 3
example is important, but there
are other ways to build a diverse
culture. Perform a deep analysis
to understand your work environ-
ment. Think through the services
you offer. You must be tactical,
not just strategic. Be aware of the
disruptive demographics that would lead you to
change your strategic planning and be agile in how
you respond to those market forces. Diversity hap-
pens by design, not by default. It takes prioritization
and focus. It takes time, money and people. It must
be made a priority.
What do you want attendees to think
about after listening to your talk?
I hope they leave the session with an improved
awareness and understanding of the disruptive
demographics within their communities. I want
them to be able to distinguish between equality
and equity, and have a realistic understanding of
how inclusive excellence works in service and
leadership. I'll teach them vital strategies for
achieving those goals. Patients are in their most
vulnerable states when they arrive for care. There
is an inequity of power. They trust that you will
care for them, and those like them, to the best of
your abilities. Healthcare professionals have the
honor of caring for diverse individuals. It's a
sacred place. It's where science, spirit and service
come together.
OSM
Built by perioperative clinicians and based on
the AORN Guidelines for Perioperative Practice.
• Improve patient care
• Lower costs
• Meet regulatory standards
• Capture data to make better decisions
• Measure your nurse's value
THE ONLY EVIDENCE-BASED PERIOPERATIVE
CONTENT TO ENHANCE YOUR EHR
www.aorn.org/syntegrity
"Diversity happens by design, not by
default. It must be made a priority."