‘In Groningen, we had quite a white group of students and doctors, however, you can see that the number of people of colour is increasing. In a sense, the hospital therefore becomes more colourful as well’, says Götz Wietasch, anaesthesiologist and professor Innovation in training.
‘In our basic academic courses, we have been working on diversity for some time. And becoming more diverse means more friction. We have had English bachelor programs for years, but the knowledge of cultures and the quality of the language of teachers has been varying. That is why the Faculty of Medicine has developed the training “Culture and Language” for teachers.’
‘When, for example, you have a Japanese student in the clinic who is observing and notes down a lot, but asks nothing, you might wrongfully conclude: He is not really interested. To follow the study program correctly, the student also has to try to make the culture they are working and living in their own. Nevertheless, it has to be mutual, as teachers have to learn to understand the cultures of the students and its differences, and have to be able to adapt to this.’
‘The more diverse our students are, the more our culture will change. This sometimes causes conflicts and misunderstanding, even though these are simultaneously our learning moments. It is required that we ourselves are willing to reflect as well. Are you capable of having an inclusive view towards another or do you think: ‘Here at the UMCG we provide top clinical care, it is clear what is expected of you and how we work, so you should adjust?’
Götz clearly notices that the University of Groningen and the UMCG are focusing a lot on internationalising. ‘Now, quite some non-Dutch Medicine students are learning Dutch. Of course, they will do the master and will be doing internships. It actually should not really matter whether you are born in the Netherlands or somewhere else. Many cultures are now coming together and that is some getting used to for the hospital, but it is also a chance.
‘When you see no differences, I think you might not be willing to see them. We have to learn to know and question our own norms and values. As someone from Germany, I notice differences from the Dutch culture. In Germany, it is very clear who is the boss, they tell their people how they need them and is also aware that this is mutual. In the Netherlands, it is less explicit who is in charge, and that provides less security to speak freely and to stand out from the crowd. Yet, someone is definitely the boss and they can say: ‘I see it like this and you are not my equal.’ While the question should be: ‘Why do you not see it like this?’
‘There are executives necessary that can rethink and some are doing that well already. In a number of departments, you can see that the borders are lifted. At the UMCG, we are trying to increase diversity and inclusivity in our culture. This takes time and trials, because you cannot change a culture in a day. Sometimes you need a disruption or crisis to change. Otherwise, the idea will be: ‘It is going fine right, so why change?’