Profile: David K. Y. Lei

In addition to his research, Professor David K.Y. Lei believes strongly in training the next generation of scientists. In his 4th year human nutrition classes, he teaches and counsels students. He also mentors young, new, junior faculty, introducing them to the complexities of university life.

David, Department of Nutrition and Food Science, focuses his research on the expression of apolipoprotein A- I and B. "It's a change in strategy," he says. "Nutrition scientists have been pounding their heads against the wall trying to control the apolipoproteins."

The apolipoprotein A-1 is responsible for transporting cholesterol from body tissues to the liver for excretion and the apolipoprotein B moves lipids from the liver and the gut to other tissues. If the processes are interfered with, the cholesterol builds up in blood vessels.

David also is researching the role of zinc in dietary copper deficiencies and its influence on the two apolipoproteins.

In the future, he would like to investigate herbal medicines because "we don't know the mechanisms-how such medicines actually work."

David grew up in Hong Kong, moving to London, England when he was 16 years old. He earned his undergraduate degree from the University of London and his doctorate from Michigan State University, in East Lansing. His career began in the agricultural school at the University of Guelph, in Ontario, Canada. In 1980, he came to the University of Arizona.

"Every seven years or so, we need to learn new technology and be in contact with scientists from other institutions."

He knows the importance of sabbaticals from personal experience. In 1991 he was named the Pew Foundation Faculty Scholar and received a six-month sabbatical in the Department of Cell Biology at the Baylor School of Medicine, in Houston, Texas.

Backlash

Backlash in diversity programs is a phenomenon we hear about regularly in news media. Backlash is defined as a reversal of commonly held thought. Backlash is caused by one of two things:

1) the diversity program was badly mishandled and people's reaction is simply telling you that; 2) you did just what you wanted to do, and the backlash is appropriate and predictable.

Backlash is not necessarily bad. Sometimes any reaction is called backlash. The idea seems to be that everyone should agree with everything, but that's simply not reality.

Shock or backlash depends on your frame of reference, your vulnerability, your threshold. And, in every group, people run the gamut.

On a scale of 1 to 10, some people are shocked at 1. Others won't be shocked (or touched) until 5 or 6. And, some people would take a 12 to be shocked at all.

Opening people to diversity principles, dimensions, and experiences will reveal the differences among people.

So, expect backlash, recognize it, acknowledge it, respect it, and work with it. At least, backlash gives you something to work with.

Harris Sussman, Diversity University, Cambridge MA.

Barriers to Diversity

If you are considering a diversity-promoting program in your department or office, the barriers you'll run into are predictable.

Lee Gardenswartz and Anita Rowe list eight barriers. Here are two:

1. Fear of Hiring Underskilled, Uneducated Employees
Common stereotypes hold that members of some groups are inadequate in a work environment. How much investment in time and money will need to be made to bring potential employees up to speed?

An even larger concern is, "Once we make that investment, will the employees stay, and will they really be able to do the work?

Any organization that hires from its respective community enhances the chances of serving them and developing a loyal consumer base.

2. Reverse Discrimination Fears
As long as one person's gain seems to be another's loss, fears of reverse discrimination will cause strong resistance to diversity.

Organizations dealing effectively with diversity issues look for employees from very diverse backgrounds. Their applicant pool may not allow the desired diversity.

When these organizations found excellent candidates from different groups, they considered the ethnic makeup of their employee base before making hiring decisions.

"Managing Diversity," April 1995

Identifying Racism

A growing resurgence of racism raises many questions about specific behaviors that can be de- scribed as racist. Carolyn Hines and Wesley Wilson describe 15 specific examples of racism in the workplace. Here are four of the most important:

1. Expecting the person of color to be a spokesperson for all minority problems and issues. Soon, people of color are overtaxed because they are expected to serve on a multitude of committees and boards.
2. Depending on people of color to correct or teach whites about racism by reminding them of their mistakes. The victims of racism are made responsible for changing attitudes and behaviors.
3. Ignoring art or media that emphasize the achievements or issues of people of color. Whites can remain ignorant, leading to continuing stereotypes.
4. Supporting other whites who make racist statements by being silent, making excuses or apologizing or minimizing their behavior.

C&W Associates, a management consulting firm, reporting in "Managing Diversity" Oct. 1994

Sensitive Publications

You can tell a great deal about an organization's commitment to diversity by reading its publica- tions. Commitment means much more than simply including an article on diversity programs occasionally, says Carole B. Weatherford, creative director of B&C Associates, Inc.

To improve your sensitivity, check for these common problems:

  1. Minority and female managers are seldom featured outside a diversity article.
  2. Minority employees' volunteer efforts are rarely mentioned.
  3. People with disabilities are usually absent except when they serve as "poster" examples.
  4. Writers editorialize and generalize about minorities' values and lifestyles. Older employees are confined to the ghetto of the retirement page.

Producing culturally sensitive publications is no easy task. The spirit of tolerance must be captured in both words and pictures.

B&C Associates is a corporate communications firm in NC.

Stereotypes

A kind of modern folklore has developed around stereotypes of many racial and ethnic groups. The fiery Spaniard, stubborn German, inscrutable Asian, conservative Briton and exuberant Italian are a few examples. Less complimentary stereotypes are the cold Dane, sleepy Mexican and miserly Scot.

Be aware of words, images and situations that suggest all or most members of a racial or ethnic group are the same. Using stereotypes cloud the fact that all attributes may be found in all groups and individuals.

"Without Bias" IABC

Quote of the Month

Cultural diversity recognizes that people are individuals and have different needs. Unless you know people as individuals, you can't address those needs.

Susan Martin, V.P. of human resources, Allstate Life

Vision:  To affect positive change in the CALS community by valuing differences and building respect.
The University of Arizona is an equal opportunity, affirmative action institution. The University does not discriminate on the basis of race, color, religion, sex, national origin, age, disability, veteran status, or sexual orientation in its programs and activities.


Content Questions/Comments: Billye Foster (billye@cals.arizona.edu) or Steven Crofts (scrofts@cals.arizona.edu)
Last Updated: 05/16/2005