When I reviewed the list she gave me [of potential coaches], I immediately recognized Dr. Latting’s name as a former professor in my social work graduate program. She had taught one of the foundational courses, and I remembered her as someone I respected and trusted. The decision to contact her would end up making a major, and very positive impact on my work environment.

Working with Dr. Latting helped me see aspects of Celine’s personality I’d previously overlooked. This gave me an opportunity to reach out and build a stronger relationship with her. Celine not only had the ability to change, but she became one of my main sources of support within the department.

I heard Jean Latting’s voice in my head: What results will you get if you send her that email? What results do you want to get?

Well, my outbursts in the past have often caused grief, I admitted to the Jean in my head, which usually accelerates the conflict. I think I’ve finally realized how catering to my emotions without considering other perspectives is a fast track to further conflict. Since this is a completely volunteer organization and the cause is so important, I’d like to avoid that if I can.

What might you do instead? my imaginary Jean asked.

I know it takes deliberate work to develop skills of racially sensitive awareness and dialogue, and my goal is to lead by example and create space for others to join. So, when Dr. Jean Latting began the online membership program, Pathfinders, designed to help participants effectively navigate difficult conversations about elephant-in-the-room issues like power, race, and privilege, I invited members of my team (Research Operations) to participate alongside me. Eight of us, including myself, began the journey in early 2021.

My hope is that in reading about and talking through racial and other social justice issues in Pathfinders, our shared learning experiences will help us develop an increased comfort level with difficult conversations that will spread throughout the organization. We have heard Dr. Latting say many times, “If you can talk about race and racial tensions, you can talk about anything.”

I reflected on the principles of Conscious Change I had learned years ago in Jean Latting’s graduate class. I recognized my power and wanted to use it responsibly, with the utmost integrity. I was open to uncovering staff members’ perceptions of me. I also envisioned a team with a learning orientation, one focused on learning, not just performance.

After I wrote until I was on the verge of carpal tunnel, I concluded that I could not afford to allow my emotions or subsequent feelings and thoughts to overly influence me. As Dr. Latting’s work had taught me, I had to interrupt or intervene in old habits of processing thoughts and emotions. Only then could I effectively help the company fulfill its goal of rendering the best possible care to patients.