Arizona Veterinary Diagnostic Laboratory: Understanding and Improving Animal and Public Health

Whether you're a rancher in Southern Arizona, a farmer in Cochise County or a veterinarian in Page, Arizona, the Arizona Veterinary Diagnostic Laboratory (AZVDL) provides diagnostic expertise for better understanding and improving animal and public health.

"The people we serve reflect the diversity of the state of Arizona," says Carlos Reggiardo, director of the Arizona Veterinary Diagnostic Lab. The laboratory is part of the Department of Veterinary Science and Microbiology in the College of Agriculture. "We serve veterinarians, ranchers, farmers, domestic pet owners, and wildlife biologists."

Located near I-10 and Miracle Mile, the 14,000 sq. ft. lab also assists federal and state agencies such as Arizona Game and Fish, the Arizona Dept. of Health, the Arizona Dept. of Agriculture, the U.S. Fish and Wildlife Service and the U.S.D.A. with diagnostic services.

Reggiardo, who has served as the director for seven years and worked at the UA for 14 years, directs five specialists and their staff. He is an expert in veterinary microbiology and infectious diseases and in diagnosing animal health problems. He earned his DVM from the University of Uruguay and his doctorate from Iowa State University.

What are the beliefs central to the academic community at the University of Arizona? "The beginning or each new academic year is a good time to reflect on what we stand for and the principles we embrace," says Paul S. Sypherd, Provost.

Curiosity drives us: An open inquiring approach to our work and our study is a source of great energy," says Paul S. Sypherd, Provost.

Learning unites us: Each one of us is linked through a shared commitment to learning and a dedication to strengthening an environment where learning flourishes.

Community sustains us: We are a large institution, yet we strive to be a spirited community where we respect the interests of others, celebrate one another's achievements, and recognize that diversity is among our most precious assets.

These values have been captured in a striking calendar/poster packet distributed to the University community.

Equal Employment Opportunity Commission Chairman Gilbert Casellas released a 17-page statement restating the agency's opposition to the use of mandatory arbitration. Calling it "contrary to the fundamental principles" of employment discrimination law, Casellas instructed agency investigators to process discrimination charges even in cases in which the employee had agreed to abide by arbitration.

EEOC opposition to mandatory arbitration stems from the lack of transparency in the process which "allows for little public accountability." According to the statement "the lack of public disclosure not only weakens deterrence, but also prevents assessment of whether practices of individual employers are in need of reform." The agency also is concerned that settlements through arbitration prevent the formulation of civil rights law since no precedents are set.

Mosaics, Sept./Oct. 1997

Giving Feedback in a Diverse Environment

The first step in giving feedback is understanding the impact differences in age, gender, and culture can have on how we communicate.

Miscommunication can occur when differences in background, values, communication styles, and perceptions cause misunderstandings.

The following variables may illustrate why some of your feedback is adopted while others is not.
Avoidance of loss of face. Employees from some cultural backgrounds will interpret negative feedback as a shameful event that causes a loss of face.
Emphasis on harmony. Employees preferring smooth interpersonal interactions often see feedback as disruptive to harmony.
Respect for authority. Employees from hierarchical cultures or traditional upbringings may prefer operating according to a clear "chain of command" and may feel that feedback is an order rather than something to be discussed.
External focus of control. Some cultures place more emphasis on external factors such as fate and chance when attributing the cause of success or failure.
Difficulty in separating self from performance. Some individuals see their performance as an inextricable part of themselves, so a criticism of behavior is taken as a personal affront.
Emphasis on group over individual. Employees from more group-oriented cultures may find it awkward and embarrassing to have their individual performance singled out for comment.
Previous discrimination. Individuals who have experienced discriminatory treatment may mistrust any feedback given by a different group.

Eight Strategies for Giving Effective Feedback

Position the feedback as a benefit to the receiver. Feedback has a better chance of being used positively when the receiver sees its benefit in relevant terms.
1. Build a relationship first. Spend time building a connection with employees. Take a coffee break or have lunch with employees. Not only will you get to understand your staff members better, but you will build a foundation that you can rely on at feedback time.
2. Use subtle communication. Less direct communication can avoid the hurt and loss of face often felt. Make implicit rather than explicit statements ("The introduction and conclusion of this report are excellent," rather than, "The body of the report needs work").
3. Make observations about behaviors. The risk of defensiveness is lowered when the focus is on specific behaviors rather than judgments about the person. "These smudges need to be cleaned off," rather than, "Your work is sloppy."
4. Use passive voice. Passive language can convey your message in a less confrontational manner. "The reports were left unfinished," is a more face-saving way to deliver your message than, "You didn't finish these reports."
5. Be positive. Giving positive directions takes the sting out of what might feel like a reprimand and gives the recipient a clearer idea of what to do. You might say, "Please follow the new format this time," rather than, "Don't do it that way again."
6. Make it low key. Because of the heightened sensitivity that often surround feedback interactions, make the discussions as low key as possible. Speaking in a soft tone of voice and meeting privately are two ways to avoid defensiveness.
7. Communicate your respect. When people feel valued and accepted, they are less defensive and more open to feedback. Tell people directly how much you value their contributions. (Excerpt from authors Lee Gardenswartz and Anita Rowe.)

Managing Diversity, Sept. 1997

What's New in Books

Minority Recruiting: Building the Strategies and Relationships for Effective Diversity Recruiting by William G. Shackelford is an informative guide for successful minority recruiting and recruiting experienced minority candidates. Available from The Diversity Bookstore Catalog,
(206) 362-0336, $17.95.

Having It All /Having Enough: How to Create a Career/Family Balance That Works for You by Deborah Lee, Ph.D. addresses the conflicts of parenting and work in the dual career family and offers ways to negotiate change at work and build networks for support.The book offers practical steps for managing internal conflicts associated "having it all" and interpersonal relations with one's partner. Available from
AMACOM Books, (800) 262-9699, $21.95.