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The Imaginary Divide

The Imaginary Divide EDITORIAL the absolute universals of human nature and hence of culture.”—Edward O. Wilson Our modern daily lives are a complex web of interwoven social networks where we constantly negotiate cooperation, standing, and ultimately seek to connect with others who share contextually similar beliefs. If clinician scientists and researchers are not embraced, if they do not see others who share their values and beliefs, we risk los- ing them and their valuable contributions to the larger family. From Wilson's perspective, the fates of evolutionary branches on the tree are shaped and selected just as powerfully by these social forces as they are by any biological determinants. The leadership of the American Academy of Optometry is cur- From its inception, the American Academy of Optometry was rently engaged in a strategic planning process. Members from all founded on the principles of the highest clinical and ethical stan- strata of the organization, volunteers and directors alike, are con- dards for its members and a commitment to a scientific basis for sidering the current state of the Academy, its future direction, the practice of optometry. The founders envisioned a scholarly so- and how best to invest the society's available energy, time, money, ciety that would bring together the best and most capable practi- and other resources. This planning can be useful to encourage re- tioners along with researchers and educators to help establish the flection, consider the organizational structure and its alignment, knowledge base that would ultimately define and advance the pro- and renew the statement of purpose. Often the process ends with fession of optometry. For nearly 100 years, the American Academy an affirmation of former goals and a limited interruption of the pre- of Optometry has remained true to this vision and has defined ex- vious course. More often than not, strategic planning rarely re- cellence in the profession. The society's journal, Optometry and Vi- shapes the direction or priorities of an organization. Fundamental sion Science, is tangible evidence of the founders' foresight and organizational change requires a concomitant assessment of the commitment to high standards for clinical practice, founded on a organizational goals and strategies as well as the organizational scientific basis. Nevertheless, there is an undercurrent pressuring structure, its systems, the skills of its personnel, and importantly this foundation laid long ago with the potential to sacrifice the rep- the context of the cultural environment. Rarely do organizations resentation and contributions that research and scientific discovery dive this deeply during strategic planning, and without a candid as- make in the fabric of our culture. Research and discovery are es- sessment of the full architecture, the likelihood of change is fairly sential for the future of the society and the profession. small. This organizational assessment is timely and may be espe- It is natural that an organization with a dual purpose should feel cially important now as we contemplate the current and future role a shift in balance over time. Perhaps this shift is nothing more than of research and discovery in the society. a tidal rhythm and a sign of vitality that should be expected and There is both jeopardy and opportunity in strategic planning. welcome. However, we must candidly recognize this shift and care- The current exercise should carefully consider the history of the fully scrutinize it so that we do not fail to see any pernicious causes American Academy of Optometry and whether the existing culture that might indicate disease or decay that could reshape the organi- is aligned with the stated goals. If not, then it will be necessary to zation unintentionally. We should see that the balance does not look deeper into the organizational architecture so that the society's shift too greatly and risk excluding members of our community that infrastructure and culture can be aligned with the long-term goals are vital to the society's long-term success and survival. and feasible strategies developed and deployed. The vitality of the Edward O. Wilson is a two-time Pulitzer Prize–winning author on profession of optometry in 20 years depends on the discoveries be- topics woven from biology, sociology, evolution, and ecology. In his ing made in research laboratories today. The future strength of the 2012 book titled The Social Conquest of Earth, Wilson examines American Academy of Optometry depends, as it always has, on ex- the biological forces that drive social behaviors in humans. Tribal- cellence in clinical practice and on our commitments to research ism is an undeniably deep-rooted social reality. and discovery. Have you hugged a scientist lately? “To form groups, drawing visceral comfort and pride Michael D. Twa from familiar fellowship, and to defend the group en- Editor in Chief thusiastically against rival groups—these are among Birmingham, AL www.optvissci.com Optom Vis Sci 2019; Vol 96(4) 237 Copyright © American Academy of Optometry. Unauthorized reproduction of this article is prohibited. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Optometry and Vision Science Wolters Kluwer Health

The Imaginary Divide

Optometry and Vision Science , Volume 96 (4) – Jan 1, 2019

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Publisher
Wolters Kluwer Health
Copyright
Copyright © 2019 American Academy of Optometry
ISSN
1040-5488
eISSN
1538-9235
DOI
10.1097/OPX.0000000000001372
Publisher site
See Article on Publisher Site

Abstract

EDITORIAL the absolute universals of human nature and hence of culture.”—Edward O. Wilson Our modern daily lives are a complex web of interwoven social networks where we constantly negotiate cooperation, standing, and ultimately seek to connect with others who share contextually similar beliefs. If clinician scientists and researchers are not embraced, if they do not see others who share their values and beliefs, we risk los- ing them and their valuable contributions to the larger family. From Wilson's perspective, the fates of evolutionary branches on the tree are shaped and selected just as powerfully by these social forces as they are by any biological determinants. The leadership of the American Academy of Optometry is cur- From its inception, the American Academy of Optometry was rently engaged in a strategic planning process. Members from all founded on the principles of the highest clinical and ethical stan- strata of the organization, volunteers and directors alike, are con- dards for its members and a commitment to a scientific basis for sidering the current state of the Academy, its future direction, the practice of optometry. The founders envisioned a scholarly so- and how best to invest the society's available energy, time, money, ciety that would bring together the best and most capable practi- and other resources. This planning can be useful to encourage re- tioners along with researchers and educators to help establish the flection, consider the organizational structure and its alignment, knowledge base that would ultimately define and advance the pro- and renew the statement of purpose. Often the process ends with fession of optometry. For nearly 100 years, the American Academy an affirmation of former goals and a limited interruption of the pre- of Optometry has remained true to this vision and has defined ex- vious course. More often than not, strategic planning rarely re- cellence in the profession. The society's journal, Optometry and Vi- shapes the direction or priorities of an organization. Fundamental sion Science, is tangible evidence of the founders' foresight and organizational change requires a concomitant assessment of the commitment to high standards for clinical practice, founded on a organizational goals and strategies as well as the organizational scientific basis. Nevertheless, there is an undercurrent pressuring structure, its systems, the skills of its personnel, and importantly this foundation laid long ago with the potential to sacrifice the rep- the context of the cultural environment. Rarely do organizations resentation and contributions that research and scientific discovery dive this deeply during strategic planning, and without a candid as- make in the fabric of our culture. Research and discovery are es- sessment of the full architecture, the likelihood of change is fairly sential for the future of the society and the profession. small. This organizational assessment is timely and may be espe- It is natural that an organization with a dual purpose should feel cially important now as we contemplate the current and future role a shift in balance over time. Perhaps this shift is nothing more than of research and discovery in the society. a tidal rhythm and a sign of vitality that should be expected and There is both jeopardy and opportunity in strategic planning. welcome. However, we must candidly recognize this shift and care- The current exercise should carefully consider the history of the fully scrutinize it so that we do not fail to see any pernicious causes American Academy of Optometry and whether the existing culture that might indicate disease or decay that could reshape the organi- is aligned with the stated goals. If not, then it will be necessary to zation unintentionally. We should see that the balance does not look deeper into the organizational architecture so that the society's shift too greatly and risk excluding members of our community that infrastructure and culture can be aligned with the long-term goals are vital to the society's long-term success and survival. and feasible strategies developed and deployed. The vitality of the Edward O. Wilson is a two-time Pulitzer Prize–winning author on profession of optometry in 20 years depends on the discoveries be- topics woven from biology, sociology, evolution, and ecology. In his ing made in research laboratories today. The future strength of the 2012 book titled The Social Conquest of Earth, Wilson examines American Academy of Optometry depends, as it always has, on ex- the biological forces that drive social behaviors in humans. Tribal- cellence in clinical practice and on our commitments to research ism is an undeniably deep-rooted social reality. and discovery. Have you hugged a scientist lately? “To form groups, drawing visceral comfort and pride Michael D. Twa from familiar fellowship, and to defend the group en- Editor in Chief thusiastically against rival groups—these are among Birmingham, AL www.optvissci.com Optom Vis Sci 2019; Vol 96(4) 237 Copyright © American Academy of Optometry. Unauthorized reproduction of this article is prohibited.

Journal

Optometry and Vision ScienceWolters Kluwer Health

Published: Jan 1, 2019

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