Description of the video:

I'm listening to you talk and describing your Polish Catholic up. Bring Polish Catholic, Nancy Pelosi and I went to high school together. We're the only two people who went to college in Washington. Did you know a girl? Oh, yes. I mean, it was a small all girl Catholic high school. I knew her husband before she knew him because he was in my year at Georgetown. At the School of Foreign Service. Are you still in touch? Let's just say if we were in the same room, she would know who I was. At this point, her world is so much larger than mine. But yes, if Paul were here, he would say, Angela, what are you doing I did keep up with her after high school then. Her own life is just full that I have an autographed copy of her autobiography that she wrote that came out right at the time that she became speaker the first time. That's what occurred to me when you were talking. You grew up in a Polish immigrant Catholic culture that imagined limited opportunities for women. And I actually went to a high school where you were either on the work track or the college track. One of the options, whether you were a nun or a civilian, was nursing. As your life went forward and changed and your world view changed and you became a leader and a professional, you were still building on one of those options that really now a range of options that was available to you when you were at the time. You know, I gave the speech a high, so in other words, you pick up the ball ran with it. Well, I was very affected by the women's movement of the '60s. I graduated from college before Betty Friedan wrote the Feminine Mystique Steen 63. And it was on, it was in the '60s that I not only read her book, but more importantly, read Simon Debavois, the Second Sex, especially that second half of the book. The first half is very dated, but the second half is this erudite consideration of the roles of women. I married a philosopher of social political philosophy. We actually do have dinner conversation where we might talk about some of these things. In fact, I will tell you that one of the recurrent themes in our life is every now and then I struggle with something and I come up with this idea that I think is just brilliant. It's like I have a new insight because I actually taught what I believed to be was the first women's health graduate course at IT. I probably at IU. Do you remember when he did that? It would have been probably 1980 ish. I mean, you were born into culture and a society that imagine pretty limited roles for women, right? And I never liked it, I never liked that part. I didn't like the constraints, but the women's activists that you were reading and the ones that you just mentioned really run counter to Catholic doctrine. Did you ever struggle with that? I did. I just think religion is more complicated. I think Catholicism is very patriarchal to this day. I think it's the tradition that I love. I value very much my Catholic background, But for me, religion and spirituality had to become more complicated too. I think that human beings, to the extent that we think the larger spiritual thought, I think we put too much of human beings into it. The father being a man with a long beard. I gave that one. We have no I, I believe in the meaning behind some things. I believe in the notion of a prime cause. I believe that Jesus Christ was a person who transformed the ethic of the world in a very good way. But I actually think that if you take Jesus Christ very seriously, you can be as radical as you want. I think that there are a few nuns on buses who stay in Catholicism. Like my heroines, I think Pope Francis is still a little stuck, but he's got the right idea that love is the answer. And not getting too hung up on any one of the things, but many of the things that are now scripture, they came up with them in the 19th century. If you look at the historical reality of the time, we also had a very dear friend who was on the committee put together in the late '50s, early '60s, for looking at the pill for contraception for the Catholic church. I can tell you that the committee recommended that it be approved, then the Catholic hierarchy decided that it would not be tolerated. If you know those things. If you think larger thoughts, I'd like to think that I am not black and white person. I have a big tent. I can hold many different beliefs. That doesn't mean that I'm wishy washy, It just means that when I put together my world view, it is complicated. And that really gets back to leadership because I think leadership is not being a knee jerk. Leadership becomes really interesting of how do you maintain morale for a community and build a community while pushing it and titrating the amount of change that people will be comfortable with. Because people are not comfortable with change. How do you change, what are the expectations? That was one of the biggest ones for my field because we had people who had become tenured professors, who did not have doctorates. Yet the profession has changed and just said you needed a doctorate. How are you nurturing and mentoring to people who are in a different piece of time? And you're trying as a leader, to be in the avant guard, at least for your period of time to push it. I think it's a complicated position and the more you can understand different points of view, and I don't mean just being politically correct. I mean, do you understand the teaching mission? You actually understand how important research is to a university. You understand how important service is. In fact, I'm giving you part of my answer for how I rallied everybody. Because Ernest Boyer wrote scholarship reconsider just about the time that I became Interim Dean. And then Dean, I decided that that Carnegie Foundation for Teaching manuscript was my key to moving the school. Because if I looked at everybody, they were either the scholarship of teaching, the scholarship of service, or the scholarship of research. Now everybody was supposed to do a little bit of everything, but there were people who were truly excellent in each one of those. Then, if you recall, the year after Boyers book came out, his monograph, next book that came out from them, I can't remember the exact title, but scholarship evaluated it basically said, no matter what kind of scholarship you do, you should be doing the same thing. That is keeping up with your field, articulating, doing work that is subject to public refereeing, which gets you into referee presentations and referee publications. It gets you into looking for grant money. I try to make it that in fact we completely revamped during my early years, all of the tenure promotion exemplars of excellence. To be mindful that you still had a head of outcomes, but each scholarship was going to be treasured. The leadership that was required was, I think, to come up with some scheme that would somehow cover everybody. In valuing them, but also helping them move to the next level of where they needed. Go. So we're going to actually ask you a lot of questions about your time as Dean, but I'm going to make one follow up in a leadership context. So you're inspired by Boyer's work. Hm. You just laid out his message, so to speak, and he gave me power. There's nothing like an external highly regarded organization that says this is it. To when then you say to faculty, well this is come out, what do you think of it? Can we use these ideas? That's where I would go with this. Once you were thinking that it was it was important to recast the tenure promotion guidelines or teaching research and service as a leader, then you kind of had to sell that to your faculty. Yes. And they were dubious because I had been the Dean of research, I had been a Dean of Research and, you know, at least nursing was a good preparation. And let me tell you that because being in academia, I've always known that people in clinical and hospital facilities are always suspicious of those who teach that. They probably didn't really, they don't really know nursing or they wouldn't have left it and become faculty. And scientists think that understanding that people are always a bit dubious about whether you are understanding real life. I think faculty are like that. I was that way myself. As a faculty member, do you understand the range of what is going on? What I also did was to really when I say I valued, it wasn't just something in my mind. It was cheering on showcasing. One of the brilliant people I had on the faculty was Diane Billings who was a master of IT. Our whole move towards web based, She had vision and somebody like Marge Applegate who was brilliant at evaluation. I think a lot of it has to do with looking at what people have and saying, you are so terrific in this area. And then helping them making the connection to other people about how this is important to all of us. Because somebody being good at evaluation is good. No matter what aspect of our school, you're concerned with somebody being very good at IT. We were the first school to go digital. I don't know if you know that on the IEPI campus. We did that in part. And I say this with great humility. I am lousy at IT. I am always afraid I am going to touch the wrong button. But I do get it. I got that. It was transformational that I'm a great believer as a Dean, that if you're working in a larger environment, like a university or a campus, you see big trends. You should be reading so that you have some idea what those trends are. There are big trends that you think really have legs. There are larger ideas, they're going to be transformational. That sometimes to become the beta site gets you extra money. At the beginning from administration, I had understood that principle. I think that there were times when Jerry Bepco and Bill Plater thought I understood that principle perhaps even a little bit more than they wanted me to. But I actually thought that while I was not good in this area that actually if you took that whole movement, Informatics, that I could see where it was going. It was like I can't go there but I can see where you're going. I don't know if faculty would say this about me, but I think I tried if I saw where you were going, to do as much as I could to help you get where you were going, but then also to connect it to some larger message that would be like the state of the corridor campus address, or the state of the school address. Because I think also I ran a 32 grant. It's an NIH training grant. We while I was dean, and then before one of the things that I learned, and we were one of the earlier Dr. programs, we got a T 32 Institutional Research training grant. Early on, I saw the power of I didn't do it at the beginning. I was smart enough at the beginning of that grant to get an advisory board that was interdisciplinary because the School of Nursing didn't have that much research strength. But we were collegial and we were connected to pieces of the campus where people had really good CV's and grant records. It was a good strategy that it would have Chris Callahan with the Aging Center, Gary Bond with Rehab Psychology when he was starting. We really had a good advisory group. I'll tell you the most transformative thing that we did though with the pre doc and when we had postdocs was the advisory group would meet with everybody who was a trainee at the beginning of the semester, at the end of the semester in the fall, and at the end of the spring, it was an update. You had to put together a statement of where you were, what grants, what monies, what publications, whatever you were doing. The interaction upped everybody's game. People will get a training grant thinking if I can publish one article ever in my life, it will be a miracle. By the end of it. They are telling you that they are co authoring or they're on this grant, or they're doing something. And it's the principle of getting people engaged, showcasing it. A lot of it is cheerleading, but I don't mean this in a mindless way. I just think people need to believe that you have confidence in the excitement of what you're doing.

Description of the video:

I'm listening to you talk and describing your Polish Catholic up. Bring Polish Catholic, Nancy Pelosi and I went to high school together. We're the only two people who went to college in Washington. Did you know a girl? Oh, yes. I mean, it was a small all girl Catholic high school. I knew her husband before she knew him because he was in my year at Georgetown. At the School of Foreign Service. Are you still in touch? Let's just say if we were in the same room, she would know who I was. At this point, her world is so much larger than mine. But yes, if Paul were here, he would say, Angela, what are you doing I did keep up with her after high school then. Her own life is just full that I have an autographed copy of her autobiography that she wrote that came out right at the time that she became speaker the first time. That's what occurred to me when you were talking. You grew up in a Polish immigrant Catholic culture that imagined limited opportunities for women. And I actually went to a high school where you were either on the work track or the college track. One of the options, whether you were a nun or a civilian, was nursing. As your life went forward and changed and your world view changed and you became a leader and a professional, you were still building on one of those options that really now a range of options that was available to you when you were at the time. You know, I gave the speech a high, so in other words, you pick up the ball ran with it. Well, I was very affected by the women's movement of the '60s. I graduated from college before Betty Friedan wrote the Feminine Mystique Steen 63. And it was on, it was in the '60s that I not only read her book, but more importantly, read Simon Debavois, the Second Sex, especially that second half of the book. The first half is very dated, but the second half is this erudite consideration of the roles of women. I married a philosopher of social political philosophy. We actually do have dinner conversation where we might talk about some of these things. In fact, I will tell you that one of the recurrent themes in our life is every now and then I struggle with something and I come up with this idea that I think is just brilliant. It's like I have a new insight because I actually taught what I believed to be was the first women's health graduate course at IT. I probably at IU. Do you remember when he did that? It would have been probably 1980 ish. I mean, you were born into culture and a society that imagine pretty limited roles for women, right? And I never liked it, I never liked that part. I didn't like the constraints, but the women's activists that you were reading and the ones that you just mentioned really run counter to Catholic doctrine. Did you ever struggle with that? I did. I just think religion is more complicated. I think Catholicism is very patriarchal to this day. I think it's the tradition that I love. I value very much my Catholic background, But for me, religion and spirituality had to become more complicated too. I think that human beings, to the extent that we think the larger spiritual thought, I think we put too much of human beings into it. The father being a man with a long beard. I gave that one. We have no I, I believe in the meaning behind some things. I believe in the notion of a prime cause. I believe that Jesus Christ was a person who transformed the ethic of the world in a very good way. But I actually think that if you take Jesus Christ very seriously, you can be as radical as you want. I think that there are a few nuns on buses who stay in Catholicism. Like my heroines, I think Pope Francis is still a little stuck, but he's got the right idea that love is the answer. And not getting too hung up on any one of the things, but many of the things that are now scripture, they came up with them in the 19th century. If you look at the historical reality of the time, we also had a very dear friend who was on the committee put together in the late '50s, early '60s, for looking at the pill for contraception for the Catholic church. I can tell you that the committee recommended that it be approved, then the Catholic hierarchy decided that it would not be tolerated. If you know those things. If you think larger thoughts, I'd like to think that I am not black and white person. I have a big tent. I can hold many different beliefs. That doesn't mean that I'm wishy washy, It just means that when I put together my world view, it is complicated. And that really gets back to leadership because I think leadership is not being a knee jerk. Leadership becomes really interesting of how do you maintain morale for a community and build a community while pushing it and titrating the amount of change that people will be comfortable with. Because people are not comfortable with change. How do you change, what are the expectations? That was one of the biggest ones for my field because we had people who had become tenured professors, who did not have doctorates. Yet the profession has changed and just said you needed a doctorate. How are you nurturing and mentoring to people who are in a different piece of time? And you're trying as a leader, to be in the avant guard, at least for your period of time to push it. I think it's a complicated position and the more you can understand different points of view, and I don't mean just being politically correct. I mean, do you understand the teaching mission? You actually understand how important research is to a university. You understand how important service is. In fact, I'm giving you part of my answer for how I rallied everybody. Because Ernest Boyer wrote scholarship reconsider just about the time that I became Interim Dean. And then Dean, I decided that that Carnegie Foundation for Teaching manuscript was my key to moving the school. Because if I looked at everybody, they were either the scholarship of teaching, the scholarship of service, or the scholarship of research. Now everybody was supposed to do a little bit of everything, but there were people who were truly excellent in each one of those. Then, if you recall, the year after Boyers book came out, his monograph, next book that came out from them, I can't remember the exact title, but scholarship evaluated it basically said, no matter what kind of scholarship you do, you should be doing the same thing. That is keeping up with your field, articulating, doing work that is subject to public refereeing, which gets you into referee presentations and referee publications. It gets you into looking for grant money. I try to make it that in fact we completely revamped during my early years, all of the tenure promotion exemplars of excellence. To be mindful that you still had a head of outcomes, but each scholarship was going to be treasured. The leadership that was required was, I think, to come up with some scheme that would somehow cover everybody. In valuing them, but also helping them move to the next level of where they needed. Go. So we're going to actually ask you a lot of questions about your time as Dean, but I'm going to make one follow up in a leadership context. So you're inspired by Boyer's work. Hm. You just laid out his message, so to speak, and he gave me power. There's nothing like an external highly regarded organization that says this is it. To when then you say to faculty, well this is come out, what do you think of it? Can we use these ideas? That's where I would go with this. Once you were thinking that it was it was important to recast the tenure promotion guidelines or teaching research and service as a leader, then you kind of had to sell that to your faculty. Yes. And they were dubious because I had been the Dean of research, I had been a Dean of Research and, you know, at least nursing was a good preparation. And let me tell you that because being in academia, I've always known that people in clinical and hospital facilities are always suspicious of those who teach that. They probably didn't really, they don't really know nursing or they wouldn't have left it and become faculty. And scientists think that understanding that people are always a bit dubious about whether you are understanding real life. I think faculty are like that. I was that way myself. As a faculty member, do you understand the range of what is going on? What I also did was to really when I say I valued, it wasn't just something in my mind. It was cheering on showcasing. One of the brilliant people I had on the faculty was Diane Billings who was a master of IT. Our whole move towards web based, She had vision and somebody like Marge Applegate who was brilliant at evaluation. I think a lot of it has to do with looking at what people have and saying, you are so terrific in this area. And then helping them making the connection to other people about how this is important to all of us. Because somebody being good at evaluation is good. No matter what aspect of our school, you're concerned with somebody being very good at IT. We were the first school to go digital. I don't know if you know that on the IEPI campus. We did that in part. And I say this with great humility. I am lousy at IT. I am always afraid I am going to touch the wrong button. But I do get it. I got that. It was transformational that I'm a great believer as a Dean, that if you're working in a larger environment, like a university or a campus, you see big trends. You should be reading so that you have some idea what those trends are. There are big trends that you think really have legs. There are larger ideas, they're going to be transformational. That sometimes to become the beta site gets you extra money. At the beginning from administration, I had understood that principle. I think that there were times when Jerry Bepco and Bill Plater thought I understood that principle perhaps even a little bit more than they wanted me to. But I actually thought that while I was not good in this area that actually if you took that whole movement, Informatics, that I could see where it was going. It was like I can't go there but I can see where you're going. I don't know if faculty would say this about me, but I think I tried if I saw where you were going, to do as much as I could to help you get where you were going, but then also to connect it to some larger message that would be like the state of the corridor campus address, or the state of the school address. Because I think also I ran a 32 grant. It's an NIH training grant. We while I was dean, and then before one of the things that I learned, and we were one of the earlier Dr. programs, we got a T 32 Institutional Research training grant. Early on, I saw the power of I didn't do it at the beginning. I was smart enough at the beginning of that grant to get an advisory board that was interdisciplinary because the School of Nursing didn't have that much research strength. But we were collegial and we were connected to pieces of the campus where people had really good CV's and grant records. It was a good strategy that it would have Chris Callahan with the Aging Center, Gary Bond with Rehab Psychology when he was starting. We really had a good advisory group. I'll tell you the most transformative thing that we did though with the pre doc and when we had postdocs was the advisory group would meet with everybody who was a trainee at the beginning of the semester, at the end of the semester in the fall, and at the end of the spring, it was an update. You had to put together a statement of where you were, what grants, what monies, what publications, whatever you were doing. The interaction upped everybody's game. People will get a training grant thinking if I can publish one article ever in my life, it will be a miracle. By the end of it. They are telling you that they are co authoring or they're on this grant, or they're doing something. And it's the principle of getting people engaged, showcasing it. A lot of it is cheerleading, but I don't mean this in a mindless way. I just think people need to believe that you have confidence in the excitement of what you're doing.

Description of the video:

I'm listening to you talk and describing your Polish Catholic up. Bring Polish Catholic, Nancy Pelosi and I went to high school together. We're the only two people who went to college in Washington. Did you know a girl? Oh, yes. I mean, it was a small all girl Catholic high school. I knew her husband before she knew him because he was in my year at Georgetown. At the School of Foreign Service. Are you still in touch? Let's just say if we were in the same room, she would know who I was. At this point, her world is so much larger than mine. But yes, if Paul were here, he would say, Angela, what are you doing I did keep up with her after high school then. Her own life is just full that I have an autographed copy of her autobiography that she wrote that came out right at the time that she became speaker the first time. That's what occurred to me when you were talking. You grew up in a Polish immigrant Catholic culture that imagined limited opportunities for women. And I actually went to a high school where you were either on the work track or the college track. One of the options, whether you were a nun or a civilian, was nursing. As your life went forward and changed and your world view changed and you became a leader and a professional, you were still building on one of those options that really now a range of options that was available to you when you were at the time. You know, I gave the speech a high, so in other words, you pick up the ball ran with it. Well, I was very affected by the women's movement of the '60s. I graduated from college before Betty Friedan wrote the Feminine Mystique Steen 63. And it was on, it was in the '60s that I not only read her book, but more importantly, read Simon Debavois, the Second Sex, especially that second half of the book. The first half is very dated, but the second half is this erudite consideration of the roles of women. I married a philosopher of social political philosophy. We actually do have dinner conversation where we might talk about some of these things. In fact, I will tell you that one of the recurrent themes in our life is every now and then I struggle with something and I come up with this idea that I think is just brilliant. It's like I have a new insight because I actually taught what I believed to be was the first women's health graduate course at IT. I probably at IU. Do you remember when he did that? It would have been probably 1980 ish. I mean, you were born into culture and a society that imagine pretty limited roles for women, right? And I never liked it, I never liked that part. I didn't like the constraints, but the women's activists that you were reading and the ones that you just mentioned really run counter to Catholic doctrine. Did you ever struggle with that? I did. I just think religion is more complicated. I think Catholicism is very patriarchal to this day. I think it's the tradition that I love. I value very much my Catholic background, But for me, religion and spirituality had to become more complicated too. I think that human beings, to the extent that we think the larger spiritual thought, I think we put too much of human beings into it. The father being a man with a long beard. I gave that one. We have no I, I believe in the meaning behind some things. I believe in the notion of a prime cause. I believe that Jesus Christ was a person who transformed the ethic of the world in a very good way. But I actually think that if you take Jesus Christ very seriously, you can be as radical as you want. I think that there are a few nuns on buses who stay in Catholicism. Like my heroines, I think Pope Francis is still a little stuck, but he's got the right idea that love is the answer. And not getting too hung up on any one of the things, but many of the things that are now scripture, they came up with them in the 19th century. If you look at the historical reality of the time, we also had a very dear friend who was on the committee put together in the late '50s, early '60s, for looking at the pill for contraception for the Catholic church. I can tell you that the committee recommended that it be approved, then the Catholic hierarchy decided that it would not be tolerated. If you know those things. If you think larger thoughts, I'd like to think that I am not black and white person. I have a big tent. I can hold many different beliefs. That doesn't mean that I'm wishy washy, It just means that when I put together my world view, it is complicated. And that really gets back to leadership because I think leadership is not being a knee jerk. Leadership becomes really interesting of how do you maintain morale for a community and build a community while pushing it and titrating the amount of change that people will be comfortable with. Because people are not comfortable with change. How do you change, what are the expectations? That was one of the biggest ones for my field because we had people who had become tenured professors, who did not have doctorates. Yet the profession has changed and just said you needed a doctorate. How are you nurturing and mentoring to people who are in a different piece of time? And you're trying as a leader, to be in the avant guard, at least for your period of time to push it. I think it's a complicated position and the more you can understand different points of view, and I don't mean just being politically correct. I mean, do you understand the teaching mission? You actually understand how important research is to a university. You understand how important service is. In fact, I'm giving you part of my answer for how I rallied everybody. Because Ernest Boyer wrote scholarship reconsider just about the time that I became Interim Dean. And then Dean, I decided that that Carnegie Foundation for Teaching manuscript was my key to moving the school. Because if I looked at everybody, they were either the scholarship of teaching, the scholarship of service, or the scholarship of research. Now everybody was supposed to do a little bit of everything, but there were people who were truly excellent in each one of those. Then, if you recall, the year after Boyers book came out, his monograph, next book that came out from them, I can't remember the exact title, but scholarship evaluated it basically said, no matter what kind of scholarship you do, you should be doing the same thing. That is keeping up with your field, articulating, doing work that is subject to public refereeing, which gets you into referee presentations and referee publications. It gets you into looking for grant money. I try to make it that in fact we completely revamped during my early years, all of the tenure promotion exemplars of excellence. To be mindful that you still had a head of outcomes, but each scholarship was going to be treasured. The leadership that was required was, I think, to come up with some scheme that would somehow cover everybody. In valuing them, but also helping them move to the next level of where they needed. Go. So we're going to actually ask you a lot of questions about your time as Dean, but I'm going to make one follow up in a leadership context. So you're inspired by Boyer's work. Hm. You just laid out his message, so to speak, and he gave me power. There's nothing like an external highly regarded organization that says this is it. To when then you say to faculty, well this is come out, what do you think of it? Can we use these ideas? That's where I would go with this. Once you were thinking that it was it was important to recast the tenure promotion guidelines or teaching research and service as a leader, then you kind of had to sell that to your faculty. Yes. And they were dubious because I had been the Dean of research, I had been a Dean of Research and, you know, at least nursing was a good preparation. And let me tell you that because being in academia, I've always known that people in clinical and hospital facilities are always suspicious of those who teach that. They probably didn't really, they don't really know nursing or they wouldn't have left it and become faculty. And scientists think that understanding that people are always a bit dubious about whether you are understanding real life. I think faculty are like that. I was that way myself. As a faculty member, do you understand the range of what is going on? What I also did was to really when I say I valued, it wasn't just something in my mind. It was cheering on showcasing. One of the brilliant people I had on the faculty was Diane Billings who was a master of IT. Our whole move towards web based, She had vision and somebody like Marge Applegate who was brilliant at evaluation. I think a lot of it has to do with looking at what people have and saying, you are so terrific in this area. And then helping them making the connection to other people about how this is important to all of us. Because somebody being good at evaluation is good. No matter what aspect of our school, you're concerned with somebody being very good at IT. We were the first school to go digital. I don't know if you know that on the IEPI campus. We did that in part. And I say this with great humility. I am lousy at IT. I am always afraid I am going to touch the wrong button. But I do get it. I got that. It was transformational that I'm a great believer as a Dean, that if you're working in a larger environment, like a university or a campus, you see big trends. You should be reading so that you have some idea what those trends are. There are big trends that you think really have legs. There are larger ideas, they're going to be transformational. That sometimes to become the beta site gets you extra money. At the beginning from administration, I had understood that principle. I think that there were times when Jerry Bepco and Bill Plater thought I understood that principle perhaps even a little bit more than they wanted me to. But I actually thought that while I was not good in this area that actually if you took that whole movement, Informatics, that I could see where it was going. It was like I can't go there but I can see where you're going. I don't know if faculty would say this about me, but I think I tried if I saw where you were going, to do as much as I could to help you get where you were going, but then also to connect it to some larger message that would be like the state of the corridor campus address, or the state of the school address. Because I think also I ran a 32 grant. It's an NIH training grant. We while I was dean, and then before one of the things that I learned, and we were one of the earlier Dr. programs, we got a T 32 Institutional Research training grant. Early on, I saw the power of I didn't do it at the beginning. I was smart enough at the beginning of that grant to get an advisory board that was interdisciplinary because the School of Nursing didn't have that much research strength. But we were collegial and we were connected to pieces of the campus where people had really good CV's and grant records. It was a good strategy that it would have Chris Callahan with the Aging Center, Gary Bond with Rehab Psychology when he was starting. We really had a good advisory group. I'll tell you the most transformative thing that we did though with the pre doc and when we had postdocs was the advisory group would meet with everybody who was a trainee at the beginning of the semester, at the end of the semester in the fall, and at the end of the spring, it was an update. You had to put together a statement of where you were, what grants, what monies, what publications, whatever you were doing. The interaction upped everybody's game. People will get a training grant thinking if I can publish one article ever in my life, it will be a miracle. By the end of it. They are telling you that they are co authoring or they're on this grant, or they're doing something. And it's the principle of getting people engaged, showcasing it. A lot of it is cheerleading, but I don't mean this in a mindless way. I just think people need to believe that you have confidence in the excitement of what you're doing.

Description of the video:

I'm listening to you talk and describing your Polish Catholic up. Bring Polish Catholic, Nancy Pelosi and I went to high school together. We're the only two people who went to college in Washington. Did you know a girl? Oh, yes. I mean, it was a small all girl Catholic high school. I knew her husband before she knew him because he was in my year at Georgetown. At the School of Foreign Service. Are you still in touch? Let's just say if we were in the same room, she would know who I was. At this point, her world is so much larger than mine. But yes, if Paul were here, he would say, Angela, what are you doing I did keep up with her after high school then. Her own life is just full that I have an autographed copy of her autobiography that she wrote that came out right at the time that she became speaker the first time. That's what occurred to me when you were talking. You grew up in a Polish immigrant Catholic culture that imagined limited opportunities for women. And I actually went to a high school where you were either on the work track or the college track. One of the options, whether you were a nun or a civilian, was nursing. As your life went forward and changed and your world view changed and you became a leader and a professional, you were still building on one of those options that really now a range of options that was available to you when you were at the time. You know, I gave the speech a high, so in other words, you pick up the ball ran with it. Well, I was very affected by the women's movement of the '60s. I graduated from college before Betty Friedan wrote the Feminine Mystique Steen 63. And it was on, it was in the '60s that I not only read her book, but more importantly, read Simon Debavois, the Second Sex, especially that second half of the book. The first half is very dated, but the second half is this erudite consideration of the roles of women. I married a philosopher of social political philosophy. We actually do have dinner conversation where we might talk about some of these things. In fact, I will tell you that one of the recurrent themes in our life is every now and then I struggle with something and I come up with this idea that I think is just brilliant. It's like I have a new insight because I actually taught what I believed to be was the first women's health graduate course at IT. I probably at IU. Do you remember when he did that? It would have been probably 1980 ish. I mean, you were born into culture and a society that imagine pretty limited roles for women, right? And I never liked it, I never liked that part. I didn't like the constraints, but the women's activists that you were reading and the ones that you just mentioned really run counter to Catholic doctrine. Did you ever struggle with that? I did. I just think religion is more complicated. I think Catholicism is very patriarchal to this day. I think it's the tradition that I love. I value very much my Catholic background, But for me, religion and spirituality had to become more complicated too. I think that human beings, to the extent that we think the larger spiritual thought, I think we put too much of human beings into it. The father being a man with a long beard. I gave that one. We have no I, I believe in the meaning behind some things. I believe in the notion of a prime cause. I believe that Jesus Christ was a person who transformed the ethic of the world in a very good way. But I actually think that if you take Jesus Christ very seriously, you can be as radical as you want. I think that there are a few nuns on buses who stay in Catholicism. Like my heroines, I think Pope Francis is still a little stuck, but he's got the right idea that love is the answer. And not getting too hung up on any one of the things, but many of the things that are now scripture, they came up with them in the 19th century. If you look at the historical reality of the time, we also had a very dear friend who was on the committee put together in the late '50s, early '60s, for looking at the pill for contraception for the Catholic church. I can tell you that the committee recommended that it be approved, then the Catholic hierarchy decided that it would not be tolerated. If you know those things. If you think larger thoughts, I'd like to think that I am not black and white person. I have a big tent. I can hold many different beliefs. That doesn't mean that I'm wishy washy, It just means that when I put together my world view, it is complicated. And that really gets back to leadership because I think leadership is not being a knee jerk. Leadership becomes really interesting of how do you maintain morale for a community and build a community while pushing it and titrating the amount of change that people will be comfortable with. Because people are not comfortable with change. How do you change, what are the expectations? That was one of the biggest ones for my field because we had people who had become tenured professors, who did not have doctorates. Yet the profession has changed and just said you needed a doctorate. How are you nurturing and mentoring to people who are in a different piece of time? And you're trying as a leader, to be in the avant guard, at least for your period of time to push it. I think it's a complicated position and the more you can understand different points of view, and I don't mean just being politically correct. I mean, do you understand the teaching mission? You actually understand how important research is to a university. You understand how important service is. In fact, I'm giving you part of my answer for how I rallied everybody. Because Ernest Boyer wrote scholarship reconsider just about the time that I became Interim Dean. And then Dean, I decided that that Carnegie Foundation for Teaching manuscript was my key to moving the school. Because if I looked at everybody, they were either the scholarship of teaching, the scholarship of service, or the scholarship of research. Now everybody was supposed to do a little bit of everything, but there were people who were truly excellent in each one of those. Then, if you recall, the year after Boyers book came out, his monograph, next book that came out from them, I can't remember the exact title, but scholarship evaluated it basically said, no matter what kind of scholarship you do, you should be doing the same thing. That is keeping up with your field, articulating, doing work that is subject to public refereeing, which gets you into referee presentations and referee publications. It gets you into looking for grant money. I try to make it that in fact we completely revamped during my early years, all of the tenure promotion exemplars of excellence. To be mindful that you still had a head of outcomes, but each scholarship was going to be treasured. The leadership that was required was, I think, to come up with some scheme that would somehow cover everybody. In valuing them, but also helping them move to the next level of where they needed. Go. So we're going to actually ask you a lot of questions about your time as Dean, but I'm going to make one follow up in a leadership context. So you're inspired by Boyer's work. Hm. You just laid out his message, so to speak, and he gave me power. There's nothing like an external highly regarded organization that says this is it. To when then you say to faculty, well this is come out, what do you think of it? Can we use these ideas? That's where I would go with this. Once you were thinking that it was it was important to recast the tenure promotion guidelines or teaching research and service as a leader, then you kind of had to sell that to your faculty. Yes. And they were dubious because I had been the Dean of research, I had been a Dean of Research and, you know, at least nursing was a good preparation. And let me tell you that because being in academia, I've always known that people in clinical and hospital facilities are always suspicious of those who teach that. They probably didn't really, they don't really know nursing or they wouldn't have left it and become faculty. And scientists think that understanding that people are always a bit dubious about whether you are understanding real life. I think faculty are like that. I was that way myself. As a faculty member, do you understand the range of what is going on? What I also did was to really when I say I valued, it wasn't just something in my mind. It was cheering on showcasing. One of the brilliant people I had on the faculty was Diane Billings who was a master of IT. Our whole move towards web based, She had vision and somebody like Marge Applegate who was brilliant at evaluation. I think a lot of it has to do with looking at what people have and saying, you are so terrific in this area. And then helping them making the connection to other people about how this is important to all of us. Because somebody being good at evaluation is good. No matter what aspect of our school, you're concerned with somebody being very good at IT. We were the first school to go digital. I don't know if you know that on the IEPI campus. We did that in part. And I say this with great humility. I am lousy at IT. I am always afraid I am going to touch the wrong button. But I do get it. I got that. It was transformational that I'm a great believer as a Dean, that if you're working in a larger environment, like a university or a campus, you see big trends. You should be reading so that you have some idea what those trends are. There are big trends that you think really have legs. There are larger ideas, they're going to be transformational. That sometimes to become the beta site gets you extra money. At the beginning from administration, I had understood that principle. I think that there were times when Jerry Bepco and Bill Plater thought I understood that principle perhaps even a little bit more than they wanted me to. But I actually thought that while I was not good in this area that actually if you took that whole movement, Informatics, that I could see where it was going. It was like I can't go there but I can see where you're going. I don't know if faculty would say this about me, but I think I tried if I saw where you were going, to do as much as I could to help you get where you were going, but then also to connect it to some larger message that would be like the state of the corridor campus address, or the state of the school address. Because I think also I ran a 32 grant. It's an NIH training grant. We while I was dean, and then before one of the things that I learned, and we were one of the earlier Dr. programs, we got a T 32 Institutional Research training grant. Early on, I saw the power of I didn't do it at the beginning. I was smart enough at the beginning of that grant to get an advisory board that was interdisciplinary because the School of Nursing didn't have that much research strength. But we were collegial and we were connected to pieces of the campus where people had really good CV's and grant records. It was a good strategy that it would have Chris Callahan with the Aging Center, Gary Bond with Rehab Psychology when he was starting. We really had a good advisory group. I'll tell you the most transformative thing that we did though with the pre doc and when we had postdocs was the advisory group would meet with everybody who was a trainee at the beginning of the semester, at the end of the semester in the fall, and at the end of the spring, it was an update. You had to put together a statement of where you were, what grants, what monies, what publications, whatever you were doing. The interaction upped everybody's game. People will get a training grant thinking if I can publish one article ever in my life, it will be a miracle. By the end of it. They are telling you that they are co authoring or they're on this grant, or they're doing something. And it's the principle of getting people engaged, showcasing it. A lot of it is cheerleading, but I don't mean this in a mindless way. I just think people need to believe that you have confidence in the excitement of what you're doing.

Description of the video:

I'm listening to you talk and describing your Polish Catholic up. Bring Polish Catholic, Nancy Pelosi and I went to high school together. We're the only two people who went to college in Washington. Did you know a girl? Oh, yes. I mean, it was a small all girl Catholic high school. I knew her husband before she knew him because he was in my year at Georgetown. At the School of Foreign Service. Are you still in touch? Let's just say if we were in the same room, she would know who I was. At this point, her world is so much larger than mine. But yes, if Paul were here, he would say, Angela, what are you doing I did keep up with her after high school then. Her own life is just full that I have an autographed copy of her autobiography that she wrote that came out right at the time that she became speaker the first time. That's what occurred to me when you were talking. You grew up in a Polish immigrant Catholic culture that imagined limited opportunities for women. And I actually went to a high school where you were either on the work track or the college track. One of the options, whether you were a nun or a civilian, was nursing. As your life went forward and changed and your world view changed and you became a leader and a professional, you were still building on one of those options that really now a range of options that was available to you when you were at the time. You know, I gave the speech a high, so in other words, you pick up the ball ran with it. Well, I was very affected by the women's movement of the '60s. I graduated from college before Betty Friedan wrote the Feminine Mystique Steen 63. And it was on, it was in the '60s that I not only read her book, but more importantly, read Simon Debavois, the Second Sex, especially that second half of the book. The first half is very dated, but the second half is this erudite consideration of the roles of women. I married a philosopher of social political philosophy. We actually do have dinner conversation where we might talk about some of these things. In fact, I will tell you that one of the recurrent themes in our life is every now and then I struggle with something and I come up with this idea that I think is just brilliant. It's like I have a new insight because I actually taught what I believed to be was the first women's health graduate course at IT. I probably at IU. Do you remember when he did that? It would have been probably 1980 ish. I mean, you were born into culture and a society that imagine pretty limited roles for women, right? And I never liked it, I never liked that part. I didn't like the constraints, but the women's activists that you were reading and the ones that you just mentioned really run counter to Catholic doctrine. Did you ever struggle with that? I did. I just think religion is more complicated. I think Catholicism is very patriarchal to this day. I think it's the tradition that I love. I value very much my Catholic background, But for me, religion and spirituality had to become more complicated too. I think that human beings, to the extent that we think the larger spiritual thought, I think we put too much of human beings into it. The father being a man with a long beard. I gave that one. We have no I, I believe in the meaning behind some things. I believe in the notion of a prime cause. I believe that Jesus Christ was a person who transformed the ethic of the world in a very good way. But I actually think that if you take Jesus Christ very seriously, you can be as radical as you want. I think that there are a few nuns on buses who stay in Catholicism. Like my heroines, I think Pope Francis is still a little stuck, but he's got the right idea that love is the answer. And not getting too hung up on any one of the things, but many of the things that are now scripture, they came up with them in the 19th century. If you look at the historical reality of the time, we also had a very dear friend who was on the committee put together in the late '50s, early '60s, for looking at the pill for contraception for the Catholic church. I can tell you that the committee recommended that it be approved, then the Catholic hierarchy decided that it would not be tolerated. If you know those things. If you think larger thoughts, I'd like to think that I am not black and white person. I have a big tent. I can hold many different beliefs. That doesn't mean that I'm wishy washy, It just means that when I put together my world view, it is complicated. And that really gets back to leadership because I think leadership is not being a knee jerk. Leadership becomes really interesting of how do you maintain morale for a community and build a community while pushing it and titrating the amount of change that people will be comfortable with. Because people are not comfortable with change. How do you change, what are the expectations? That was one of the biggest ones for my field because we had people who had become tenured professors, who did not have doctorates. Yet the profession has changed and just said you needed a doctorate. How are you nurturing and mentoring to people who are in a different piece of time? And you're trying as a leader, to be in the avant guard, at least for your period of time to push it. I think it's a complicated position and the more you can understand different points of view, and I don't mean just being politically correct. I mean, do you understand the teaching mission? You actually understand how important research is to a university. You understand how important service is. In fact, I'm giving you part of my answer for how I rallied everybody. Because Ernest Boyer wrote scholarship reconsider just about the time that I became Interim Dean. And then Dean, I decided that that Carnegie Foundation for Teaching manuscript was my key to moving the school. Because if I looked at everybody, they were either the scholarship of teaching, the scholarship of service, or the scholarship of research. Now everybody was supposed to do a little bit of everything, but there were people who were truly excellent in each one of those. Then, if you recall, the year after Boyers book came out, his monograph, next book that came out from them, I can't remember the exact title, but scholarship evaluated it basically said, no matter what kind of scholarship you do, you should be doing the same thing. That is keeping up with your field, articulating, doing work that is subject to public refereeing, which gets you into referee presentations and referee publications. It gets you into looking for grant money. I try to make it that in fact we completely revamped during my early years, all of the tenure promotion exemplars of excellence. To be mindful that you still had a head of outcomes, but each scholarship was going to be treasured. The leadership that was required was, I think, to come up with some scheme that would somehow cover everybody. In valuing them, but also helping them move to the next level of where they needed. Go. So we're going to actually ask you a lot of questions about your time as Dean, but I'm going to make one follow up in a leadership context. So you're inspired by Boyer's work. Hm. You just laid out his message, so to speak, and he gave me power. There's nothing like an external highly regarded organization that says this is it. To when then you say to faculty, well this is come out, what do you think of it? Can we use these ideas? That's where I would go with this. Once you were thinking that it was it was important to recast the tenure promotion guidelines or teaching research and service as a leader, then you kind of had to sell that to your faculty. Yes. And they were dubious because I had been the Dean of research, I had been a Dean of Research and, you know, at least nursing was a good preparation. And let me tell you that because being in academia, I've always known that people in clinical and hospital facilities are always suspicious of those who teach that. They probably didn't really, they don't really know nursing or they wouldn't have left it and become faculty. And scientists think that understanding that people are always a bit dubious about whether you are understanding real life. I think faculty are like that. I was that way myself. As a faculty member, do you understand the range of what is going on? What I also did was to really when I say I valued, it wasn't just something in my mind. It was cheering on showcasing. One of the brilliant people I had on the faculty was Diane Billings who was a master of IT. Our whole move towards web based, She had vision and somebody like Marge Applegate who was brilliant at evaluation. I think a lot of it has to do with looking at what people have and saying, you are so terrific in this area. And then helping them making the connection to other people about how this is important to all of us. Because somebody being good at evaluation is good. No matter what aspect of our school, you're concerned with somebody being very good at IT. We were the first school to go digital. I don't know if you know that on the IEPI campus. We did that in part. And I say this with great humility. I am lousy at IT. I am always afraid I am going to touch the wrong button. But I do get it. I got that. It was transformational that I'm a great believer as a Dean, that if you're working in a larger environment, like a university or a campus, you see big trends. You should be reading so that you have some idea what those trends are. There are big trends that you think really have legs. There are larger ideas, they're going to be transformational. That sometimes to become the beta site gets you extra money. At the beginning from administration, I had understood that principle. I think that there were times when Jerry Bepco and Bill Plater thought I understood that principle perhaps even a little bit more than they wanted me to. But I actually thought that while I was not good in this area that actually if you took that whole movement, Informatics, that I could see where it was going. It was like I can't go there but I can see where you're going. I don't know if faculty would say this about me, but I think I tried if I saw where you were going, to do as much as I could to help you get where you were going, but then also to connect it to some larger message that would be like the state of the corridor campus address, or the state of the school address. Because I think also I ran a 32 grant. It's an NIH training grant. We while I was dean, and then before one of the things that I learned, and we were one of the earlier Dr. programs, we got a T 32 Institutional Research training grant. Early on, I saw the power of I didn't do it at the beginning. I was smart enough at the beginning of that grant to get an advisory board that was interdisciplinary because the School of Nursing didn't have that much research strength. But we were collegial and we were connected to pieces of the campus where people had really good CV's and grant records. It was a good strategy that it would have Chris Callahan with the Aging Center, Gary Bond with Rehab Psychology when he was starting. We really had a good advisory group. I'll tell you the most transformative thing that we did though with the pre doc and when we had postdocs was the advisory group would meet with everybody who was a trainee at the beginning of the semester, at the end of the semester in the fall, and at the end of the spring, it was an update. You had to put together a statement of where you were, what grants, what monies, what publications, whatever you were doing. The interaction upped everybody's game. People will get a training grant thinking if I can publish one article ever in my life, it will be a miracle. By the end of it. They are telling you that they are co authoring or they're on this grant, or they're doing something. And it's the principle of getting people engaged, showcasing it. A lot of it is cheerleading, but I don't mean this in a mindless way. I just think people need to believe that you have confidence in the excitement of what you're doing.

Description of the video:

I'm listening to you talk and describing your Polish Catholic up. Bring Polish Catholic, Nancy Pelosi and I went to high school together. We're the only two people who went to college in Washington. Did you know a girl? Oh, yes. I mean, it was a small all girl Catholic high school. I knew her husband before she knew him because he was in my year at Georgetown. At the School of Foreign Service. Are you still in touch? Let's just say if we were in the same room, she would know who I was. At this point, her world is so much larger than mine. But yes, if Paul were here, he would say, Angela, what are you doing I did keep up with her after high school then. Her own life is just full that I have an autographed copy of her autobiography that she wrote that came out right at the time that she became speaker the first time. That's what occurred to me when you were talking. You grew up in a Polish immigrant Catholic culture that imagined limited opportunities for women. And I actually went to a high school where you were either on the work track or the college track. One of the options, whether you were a nun or a civilian, was nursing. As your life went forward and changed and your world view changed and you became a leader and a professional, you were still building on one of those options that really now a range of options that was available to you when you were at the time. You know, I gave the speech a high, so in other words, you pick up the ball ran with it. Well, I was very affected by the women's movement of the '60s. I graduated from college before Betty Friedan wrote the Feminine Mystique Steen 63. And it was on, it was in the '60s that I not only read her book, but more importantly, read Simon Debavois, the Second Sex, especially that second half of the book. The first half is very dated, but the second half is this erudite consideration of the roles of women. I married a philosopher of social political philosophy. We actually do have dinner conversation where we might talk about some of these things. In fact, I will tell you that one of the recurrent themes in our life is every now and then I struggle with something and I come up with this idea that I think is just brilliant. It's like I have a new insight because I actually taught what I believed to be was the first women's health graduate course at IT. I probably at IU. Do you remember when he did that? It would have been probably 1980 ish. I mean, you were born into culture and a society that imagine pretty limited roles for women, right? And I never liked it, I never liked that part. I didn't like the constraints, but the women's activists that you were reading and the ones that you just mentioned really run counter to Catholic doctrine. Did you ever struggle with that? I did. I just think religion is more complicated. I think Catholicism is very patriarchal to this day. I think it's the tradition that I love. I value very much my Catholic background, But for me, religion and spirituality had to become more complicated too. I think that human beings, to the extent that we think the larger spiritual thought, I think we put too much of human beings into it. The father being a man with a long beard. I gave that one. We have no I, I believe in the meaning behind some things. I believe in the notion of a prime cause. I believe that Jesus Christ was a person who transformed the ethic of the world in a very good way. But I actually think that if you take Jesus Christ very seriously, you can be as radical as you want. I think that there are a few nuns on buses who stay in Catholicism. Like my heroines, I think Pope Francis is still a little stuck, but he's got the right idea that love is the answer. And not getting too hung up on any one of the things, but many of the things that are now scripture, they came up with them in the 19th century. If you look at the historical reality of the time, we also had a very dear friend who was on the committee put together in the late '50s, early '60s, for looking at the pill for contraception for the Catholic church. I can tell you that the committee recommended that it be approved, then the Catholic hierarchy decided that it would not be tolerated. If you know those things. If you think larger thoughts, I'd like to think that I am not black and white person. I have a big tent. I can hold many different beliefs. That doesn't mean that I'm wishy washy, It just means that when I put together my world view, it is complicated. And that really gets back to leadership because I think leadership is not being a knee jerk. Leadership becomes really interesting of how do you maintain morale for a community and build a community while pushing it and titrating the amount of change that people will be comfortable with. Because people are not comfortable with change. How do you change, what are the expectations? That was one of the biggest ones for my field because we had people who had become tenured professors, who did not have doctorates. Yet the profession has changed and just said you needed a doctorate. How are you nurturing and mentoring to people who are in a different piece of time? And you're trying as a leader, to be in the avant guard, at least for your period of time to push it. I think it's a complicated position and the more you can understand different points of view, and I don't mean just being politically correct. I mean, do you understand the teaching mission? You actually understand how important research is to a university. You understand how important service is. In fact, I'm giving you part of my answer for how I rallied everybody. Because Ernest Boyer wrote scholarship reconsider just about the time that I became Interim Dean. And then Dean, I decided that that Carnegie Foundation for Teaching manuscript was my key to moving the school. Because if I looked at everybody, they were either the scholarship of teaching, the scholarship of service, or the scholarship of research. Now everybody was supposed to do a little bit of everything, but there were people who were truly excellent in each one of those. Then, if you recall, the year after Boyers book came out, his monograph, next book that came out from them, I can't remember the exact title, but scholarship evaluated it basically said, no matter what kind of scholarship you do, you should be doing the same thing. That is keeping up with your field, articulating, doing work that is subject to public refereeing, which gets you into referee presentations and referee publications. It gets you into looking for grant money. I try to make it that in fact we completely revamped during my early years, all of the tenure promotion exemplars of excellence. To be mindful that you still had a head of outcomes, but each scholarship was going to be treasured. The leadership that was required was, I think, to come up with some scheme that would somehow cover everybody. In valuing them, but also helping them move to the next level of where they needed. Go. So we're going to actually ask you a lot of questions about your time as Dean, but I'm going to make one follow up in a leadership context. So you're inspired by Boyer's work. Hm. You just laid out his message, so to speak, and he gave me power. There's nothing like an external highly regarded organization that says this is it. To when then you say to faculty, well this is come out, what do you think of it? Can we use these ideas? That's where I would go with this. Once you were thinking that it was it was important to recast the tenure promotion guidelines or teaching research and service as a leader, then you kind of had to sell that to your faculty. Yes. And they were dubious because I had been the Dean of research, I had been a Dean of Research and, you know, at least nursing was a good preparation. And let me tell you that because being in academia, I've always known that people in clinical and hospital facilities are always suspicious of those who teach that. They probably didn't really, they don't really know nursing or they wouldn't have left it and become faculty. And scientists think that understanding that people are always a bit dubious about whether you are understanding real life. I think faculty are like that. I was that way myself. As a faculty member, do you understand the range of what is going on? What I also did was to really when I say I valued, it wasn't just something in my mind. It was cheering on showcasing. One of the brilliant people I had on the faculty was Diane Billings who was a master of IT. Our whole move towards web based, She had vision and somebody like Marge Applegate who was brilliant at evaluation. I think a lot of it has to do with looking at what people have and saying, you are so terrific in this area. And then helping them making the connection to other people about how this is important to all of us. Because somebody being good at evaluation is good. No matter what aspect of our school, you're concerned with somebody being very good at IT. We were the first school to go digital. I don't know if you know that on the IEPI campus. We did that in part. And I say this with great humility. I am lousy at IT. I am always afraid I am going to touch the wrong button. But I do get it. I got that. It was transformational that I'm a great believer as a Dean, that if you're working in a larger environment, like a university or a campus, you see big trends. You should be reading so that you have some idea what those trends are. There are big trends that you think really have legs. There are larger ideas, they're going to be transformational. That sometimes to become the beta site gets you extra money. At the beginning from administration, I had understood that principle. I think that there were times when Jerry Bepco and Bill Plater thought I understood that principle perhaps even a little bit more than they wanted me to. But I actually thought that while I was not good in this area that actually if you took that whole movement, Informatics, that I could see where it was going. It was like I can't go there but I can see where you're going. I don't know if faculty would say this about me, but I think I tried if I saw where you were going, to do as much as I could to help you get where you were going, but then also to connect it to some larger message that would be like the state of the corridor campus address, or the state of the school address. Because I think also I ran a 32 grant. It's an NIH training grant. We while I was dean, and then before one of the things that I learned, and we were one of the earlier Dr. programs, we got a T 32 Institutional Research training grant. Early on, I saw the power of I didn't do it at the beginning. I was smart enough at the beginning of that grant to get an advisory board that was interdisciplinary because the School of Nursing didn't have that much research strength. But we were collegial and we were connected to pieces of the campus where people had really good CV's and grant records. It was a good strategy that it would have Chris Callahan with the Aging Center, Gary Bond with Rehab Psychology when he was starting. We really had a good advisory group. I'll tell you the most transformative thing that we did though with the pre doc and when we had postdocs was the advisory group would meet with everybody who was a trainee at the beginning of the semester, at the end of the semester in the fall, and at the end of the spring, it was an update. You had to put together a statement of where you were, what grants, what monies, what publications, whatever you were doing. The interaction upped everybody's game. People will get a training grant thinking if I can publish one article ever in my life, it will be a miracle. By the end of it. They are telling you that they are co authoring or they're on this grant, or they're doing something. And it's the principle of getting people engaged, showcasing it. A lot of it is cheerleading, but I don't mean this in a mindless way. I just think people need to believe that you have confidence in the excitement of what you're doing.

Description of the video:

I'm listening to you talk and describing your Polish Catholic up. Bring Polish Catholic, Nancy Pelosi and I went to high school together. We're the only two people who went to college in Washington. Did you know a girl? Oh, yes. I mean, it was a small all girl Catholic high school. I knew her husband before she knew him because he was in my year at Georgetown. At the School of Foreign Service. Are you still in touch? Let's just say if we were in the same room, she would know who I was. At this point, her world is so much larger than mine. But yes, if Paul were here, he would say, Angela, what are you doing I did keep up with her after high school then. Her own life is just full that I have an autographed copy of her autobiography that she wrote that came out right at the time that she became speaker the first time. That's what occurred to me when you were talking. You grew up in a Polish immigrant Catholic culture that imagined limited opportunities for women. And I actually went to a high school where you were either on the work track or the college track. One of the options, whether you were a nun or a civilian, was nursing. As your life went forward and changed and your world view changed and you became a leader and a professional, you were still building on one of those options that really now a range of options that was available to you when you were at the time. You know, I gave the speech a high, so in other words, you pick up the ball ran with it. Well, I was very affected by the women's movement of the '60s. I graduated from college before Betty Friedan wrote the Feminine Mystique Steen 63. And it was on, it was in the '60s that I not only read her book, but more importantly, read Simon Debavois, the Second Sex, especially that second half of the book. The first half is very dated, but the second half is this erudite consideration of the roles of women. I married a philosopher of social political philosophy. We actually do have dinner conversation where we might talk about some of these things. In fact, I will tell you that one of the recurrent themes in our life is every now and then I struggle with something and I come up with this idea that I think is just brilliant. It's like I have a new insight because I actually taught what I believed to be was the first women's health graduate course at IT. I probably at IU. Do you remember when he did that? It would have been probably 1980 ish. I mean, you were born into culture and a society that imagine pretty limited roles for women, right? And I never liked it, I never liked that part. I didn't like the constraints, but the women's activists that you were reading and the ones that you just mentioned really run counter to Catholic doctrine. Did you ever struggle with that? I did. I just think religion is more complicated. I think Catholicism is very patriarchal to this day. I think it's the tradition that I love. I value very much my Catholic background, But for me, religion and spirituality had to become more complicated too. I think that human beings, to the extent that we think the larger spiritual thought, I think we put too much of human beings into it. The father being a man with a long beard. I gave that one. We have no I, I believe in the meaning behind some things. I believe in the notion of a prime cause. I believe that Jesus Christ was a person who transformed the ethic of the world in a very good way. But I actually think that if you take Jesus Christ very seriously, you can be as radical as you want. I think that there are a few nuns on buses who stay in Catholicism. Like my heroines, I think Pope Francis is still a little stuck, but he's got the right idea that love is the answer. And not getting too hung up on any one of the things, but many of the things that are now scripture, they came up with them in the 19th century. If you look at the historical reality of the time, we also had a very dear friend who was on the committee put together in the late '50s, early '60s, for looking at the pill for contraception for the Catholic church. I can tell you that the committee recommended that it be approved, then the Catholic hierarchy decided that it would not be tolerated. If you know those things. If you think larger thoughts, I'd like to think that I am not black and white person. I have a big tent. I can hold many different beliefs. That doesn't mean that I'm wishy washy, It just means that when I put together my world view, it is complicated. And that really gets back to leadership because I think leadership is not being a knee jerk. Leadership becomes really interesting of how do you maintain morale for a community and build a community while pushing it and titrating the amount of change that people will be comfortable with. Because people are not comfortable with change. How do you change, what are the expectations? That was one of the biggest ones for my field because we had people who had become tenured professors, who did not have doctorates. Yet the profession has changed and just said you needed a doctorate. How are you nurturing and mentoring to people who are in a different piece of time? And you're trying as a leader, to be in the avant guard, at least for your period of time to push it. I think it's a complicated position and the more you can understand different points of view, and I don't mean just being politically correct. I mean, do you understand the teaching mission? You actually understand how important research is to a university. You understand how important service is. In fact, I'm giving you part of my answer for how I rallied everybody. Because Ernest Boyer wrote scholarship reconsider just about the time that I became Interim Dean. And then Dean, I decided that that Carnegie Foundation for Teaching manuscript was my key to moving the school. Because if I looked at everybody, they were either the scholarship of teaching, the scholarship of service, or the scholarship of research. Now everybody was supposed to do a little bit of everything, but there were people who were truly excellent in each one of those. Then, if you recall, the year after Boyers book came out, his monograph, next book that came out from them, I can't remember the exact title, but scholarship evaluated it basically said, no matter what kind of scholarship you do, you should be doing the same thing. That is keeping up with your field, articulating, doing work that is subject to public refereeing, which gets you into referee presentations and referee publications. It gets you into looking for grant money. I try to make it that in fact we completely revamped during my early years, all of the tenure promotion exemplars of excellence. To be mindful that you still had a head of outcomes, but each scholarship was going to be treasured. The leadership that was required was, I think, to come up with some scheme that would somehow cover everybody. In valuing them, but also helping them move to the next level of where they needed. Go. So we're going to actually ask you a lot of questions about your time as Dean, but I'm going to make one follow up in a leadership context. So you're inspired by Boyer's work. Hm. You just laid out his message, so to speak, and he gave me power. There's nothing like an external highly regarded organization that says this is it. To when then you say to faculty, well this is come out, what do you think of it? Can we use these ideas? That's where I would go with this. Once you were thinking that it was it was important to recast the tenure promotion guidelines or teaching research and service as a leader, then you kind of had to sell that to your faculty. Yes. And they were dubious because I had been the Dean of research, I had been a Dean of Research and, you know, at least nursing was a good preparation. And let me tell you that because being in academia, I've always known that people in clinical and hospital facilities are always suspicious of those who teach that. They probably didn't really, they don't really know nursing or they wouldn't have left it and become faculty. And scientists think that understanding that people are always a bit dubious about whether you are understanding real life. I think faculty are like that. I was that way myself. As a faculty member, do you understand the range of what is going on? What I also did was to really when I say I valued, it wasn't just something in my mind. It was cheering on showcasing. One of the brilliant people I had on the faculty was Diane Billings who was a master of IT. Our whole move towards web based, She had vision and somebody like Marge Applegate who was brilliant at evaluation. I think a lot of it has to do with looking at what people have and saying, you are so terrific in this area. And then helping them making the connection to other people about how this is important to all of us. Because somebody being good at evaluation is good. No matter what aspect of our school, you're concerned with somebody being very good at IT. We were the first school to go digital. I don't know if you know that on the IEPI campus. We did that in part. And I say this with great humility. I am lousy at IT. I am always afraid I am going to touch the wrong button. But I do get it. I got that. It was transformational that I'm a great believer as a Dean, that if you're working in a larger environment, like a university or a campus, you see big trends. You should be reading so that you have some idea what those trends are. There are big trends that you think really have legs. There are larger ideas, they're going to be transformational. That sometimes to become the beta site gets you extra money. At the beginning from administration, I had understood that principle. I think that there were times when Jerry Bepco and Bill Plater thought I understood that principle perhaps even a little bit more than they wanted me to. But I actually thought that while I was not good in this area that actually if you took that whole movement, Informatics, that I could see where it was going. It was like I can't go there but I can see where you're going. I don't know if faculty would say this about me, but I think I tried if I saw where you were going, to do as much as I could to help you get where you were going, but then also to connect it to some larger message that would be like the state of the corridor campus address, or the state of the school address. Because I think also I ran a 32 grant. It's an NIH training grant. We while I was dean, and then before one of the things that I learned, and we were one of the earlier Dr. programs, we got a T 32 Institutional Research training grant. Early on, I saw the power of I didn't do it at the beginning. I was smart enough at the beginning of that grant to get an advisory board that was interdisciplinary because the School of Nursing didn't have that much research strength. But we were collegial and we were connected to pieces of the campus where people had really good CV's and grant records. It was a good strategy that it would have Chris Callahan with the Aging Center, Gary Bond with Rehab Psychology when he was starting. We really had a good advisory group. I'll tell you the most transformative thing that we did though with the pre doc and when we had postdocs was the advisory group would meet with everybody who was a trainee at the beginning of the semester, at the end of the semester in the fall, and at the end of the spring, it was an update. You had to put together a statement of where you were, what grants, what monies, what publications, whatever you were doing. The interaction upped everybody's game. People will get a training grant thinking if I can publish one article ever in my life, it will be a miracle. By the end of it. They are telling you that they are co authoring or they're on this grant, or they're doing something. And it's the principle of getting people engaged, showcasing it. A lot of it is cheerleading, but I don't mean this in a mindless way. I just think people need to believe that you have confidence in the excitement of what you're doing.