Completing my Ph.D. in 1978 led me to further opportunities in teaching and activities across the University. I became Director of the Nusing Health Services Administration Graduate Program, a joint program between the School of Public Health and Nursing. This was very exciting, as it was a W. K. Kellogg funded program that supported the education of nurses from around the world, a new concept at the time. Students came from many lands and went back to their countries in leadership roles that brought about changes in health care. The core curriculum included courses in organizational theory, financial management, economics, health care systems, statistics and graduate nursing. The Kellogg Foundation was instrumental in providing financial support for other international, interdisciplinary programs across campus. By providing stimulus funding, the Kellogg Foundation early on supported the development of interdisciplinary relationships as well as education in leadership and management. The School of Nursing so long isolated from the rest of campus began to open its doors to new ideas. I began to think in different ways about health care and no longer remained focused on a nursing point of view. For ten years I had a joint appointment in the School of Public Health in Gerontology and was able to frequently interact with faculty with an international perspective.
As my responsibilities increased and opportunities arose for collegial activities across campus, I became involved in administrative research that was more patient focused than nursing focused. Involvement for the first time in nurse staffing pattern research with colleagues in the School of Public Health helped me develop a broader perspective on the health care system. A focus on gerontology in my doctoral studies was very beneficial to understanding new thinking across campus. Also my staff nursing experience was beneficial to understanding the new developments occurring in Rehabilitation and Biomedical Engineering. Although nursing had been closely involved in creating new approaches to patient care, little work had been done in developing assistive technology devices that could improve the quality of life for older people and people with various kinds of disabilities.
I began to explore more opportunities for interdisciplinary interaction and discovered that considerable work had been taking place in sports medicine. In my mind, there could be a direct link with patient care. Student athletes at the University were being treated and cured for injuries that were also occurring in the general population. Amazing things were going on at Domino’s Farms in Sports Medicine that were unknown in the School of Nursing. Cardiac Rehabilitation was also emerging as an essential part of patient care. It was exciting to see the new products and procedures that were developing because of interdisciplinary efforts.
In 1981, I was asked to assume the role of Interim Associate Director for Nursing and Assistant Dean for Clinical Affairs a joint position between the School of Nursing and University of Michigan Hospitals. It was a time of significant change and renewal and I was able to provide leadership for nursing in a time of unrest. That year of appointment again afforded new opportunities as I was the first nurse to sit on the Hospital Executive Board, a group of top hospital administrators and physicians who met monthly with the President of the University. It was a wonderful learning opportunity for me as all manner of clinical and administration issues were discussed at these meetings. Preparation for these meetings required reading extensive reports and financial documents. What was most amazing was how little a nursing point of view was considered. This was to change when a new Dean of Nursing arrived. As a former staff nurse, it was hard to believe that nurse staffing issues were being discussed across campus from an entirely different point of view, usually financial and the impact of staffing problems on hospital income.