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Updated: Jun 9, 2025

Perspectives on Neuroscience
Published on: July 31, 2007
Understanding Diversity, Equity, and Inclusion Roles in Academic Neurology Departments
Andrew R Spector1, Nimish A Mohile1, Madeline Chadehumbe1
1From the Department of Neurology (A.R.S.), Duke University School of Medicine, Durham, NC; Department of Neurology (N.A.M.), University of Rochester School of Medicine and Dentistry, NY; NeurAbilities Healthcare (M.C.), Voorhees, NJ; Department of Neurology (R.C.), Oregon Health Sciences University School of Medicine, Portland; Department of Neurology (C.C.F.I.), University of California Los Angeles David Geffen School of Medicine; Department of Neurology (C.A.G.), University of Maryland School of Medicine, Baltimore; Department of Neurology (R.H.H.), Perelman School of Medicine at the University of Pennsylvania, Philadelphia; Prisma Health (R.L.); Department of Neurology (T.S.M.), University of Miami Miller School of Medicine, FL; Department of Neurology (C.O.C.), Mayo Clinic Alix School of Medicine, Scottsdale, AZ; Department of Neurology (A.R.), University of California San Francisco School of Medicine; and Department of Neurology (R.P.T.), Stanford University School of Medicine, Palo Alto, CA.
Abstract:
Academic neurology departments across the country have been rapidly adding diversity, equity, and inclusion (DEI) programs over the past 5-10 years. These programs frequently come with leadership roles that carry a variety of names and responsibilities, such as vice chair of DEI or diversity officer. Furthermore, there are roles for members of the department to be involved with DEI work without being designated the departmental DEI leader. This article provides a framework for understanding the different responsibilities that are typically associated with each of these roles, along with reasonable expectations to associate with the respective job titles. Our goal is to prevent departments from asking too much or expecting too little based on the job title and support provided to the people in these positions. Likewise, we hope to empower DEI leaders who are currently asked to perform duties beyond their scope to obtain the title and support they have earned. For each departmental DEI role, we review prerequisites to success and potential impediments.
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