Sociology 2000 Service Learning Journal Jason Lin

Jason Lin
Sociology 2000
Karmanos Cancer Center Navigator
(12:00 to 4:00 pm) - 9/11/2015
Today is my first day back at Karmanos since July. I had taken a month-long break from
volunteering to enjoy my summer break. Previously, I had volunteered at Karmanos for five
months, starting February 2015. Currently, I plan to volunteer every Friday from 12-4 pm. As a
navigator, I am responsible for directing visitors and patients through Karmanos and its adjoining
hospitals: Harper Hospital, Detroit Receiving Hospital, and Children's Hospital. I work with four
other navigators, three on the 12-4 pm shift and one on a 10-2 pm shift.
When I arrive at the hospital, I sign in at the computer behind the Karmanos main desk at
take my seat at the cubby hole behind the main desk that serves as the navigators' headquarters. I
greet Dot Hickson, our supervisor, as well as the navigators who are also sitting there. Some of
the navigators are part of the earlier 8-12 pm shift that are getting ready to leave, but two of the
navigators working with me are already there. One of them, Roger, has worked at Karmanos for
longer than I have. He will be working with me on the 12-4 shift. For the other, Naylah, today is
her first day. She will be working the 8-12 pm shift but will be staying a little longer today. For
now, she will be shadowing Roger as he takes patients through the hospital, so that she learns
how to get through the hospital. Generally, new navigators will shadow an older navigator for
about three weeks, after which they will start directing patients through the hospital
independently.

Sociology 2000 Service Learning Journal Jason Lin

The phone in the cubbyhole rings, the signal that a navigator is needed. I pick it up, and
am told to bring a wheelchair down to Nuclear Medicine and to take a patient to the main lobby.
Nuclear Medicine is in the basement of the Karmanos building, and is a fairly long distance from
the lobby. I feel nervous, as my location - finding skills within Karmanos haven't been used for a
month. Nevertheless, I find the location easily and take the patient back to the lobby. Along the
way, I notice the construction in progress at the Harper lobby, which had begun before I left in
July. For the most part, the renovations of the Harper lobby are complete, but there are still minor
inconveniences. The patient is a middle aged lady escorted by another lady. They both look tired,
so I refrain from conversation and take them to the lobby without too much trouble.
Back in the cubbyhole, the phone rings again. This time, it is a request from the Harper
Hospital Pulmonary department at 6 Brush (6th floor of the Brush elevators). I am requested to
bring the patient to a different pulmonary department, at Detroit Receiving. I arrive and locate
the patient, an older man with a woman, his daughter, escorting him. As I take them to the Brush
elevators, I ask the woman to confirm that they are going to Detroit Receiving. Unfortunately,
she says that they need to get to Echo, as the Detroit Receiving appointment was in another hour.
I make the decision to take them to Echo, rather than to Detroit Receiving, and we arrived
without too much trouble. As a navigator, I find many times that I interact with patients who are
being transferred throughout the hospital through the day, and that it can be quite difficult to
figure out where exactly I should take them. Nurses may not have the complete schedule of the
patient, and may direct me to take a patient to an appointment that is not the next one. The
patients themselves, who are more likely to know their schedule, are less likely to know the
precise location of the appointment, as they are less familiar with the hospital layout. In the end,
I find it is better to confirm the patient's destination before I leave the waiting room, so that I
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have both the nurse's precision of the location of an appointment and the patient's familiarity of
their own schedule.
I arrive at the cubby hole again, ready to take the next phone call. The next one is quite
baffling. I was requested to go to the Dresner Clinic to pick up a CD and deliver it to PACS. I
had never done this task before and was imagining spending a half an hour wandering around
looking for PACS. In hindsight, this was probably a fairly simple task, as PACS is a department
that archives medical images that is fairly simple to get to. At the time, I had no idea where
PACS was, and I informed the nurse that I was unable to deliver the CD. The nurse told me she
would deliver it herself. Feeling a little guilty, I asked Dot about the incident later. She told me
not to worry, as it was unusual for navigators to deliver these images.
After a few more routine calls, I met the last three people that would be working with me.
One of them, Nora, had been volunteering for a long time and would be working on the 12-4 pm
shift. Another, Peter, had been working on a different shift and was moving to the Friday shift.
He was reasonably experienced with Karmanos' layout. I knew him through classes that we had
taken together. The final volunteer, Talal, had also moved from a different shift. He had been
volunteering at Karmanos for two months and would be working a 10-2 pm shift.
There are quiet points through our shift where all four of us are all sitting at the
cubbyhole. At these points, we introduce ourselves, complain about classes, boast about
achievements, and generally get to know each other. Volunteering at Karmanos, with a
manifest function of transporting patients, thus has a latent function of forcing students to
interact with other fellow students and develop friendships. Naturally, these quiet points don't
last forever.

Sociology 2000 Service Learning Journal Jason Lin

The phone rings several times. I pick up a call for a new patient. These patients have
generally never been to Karmanos and often have just been diagnosed with cancer. On our shift,
we usually receive 5 or 6 such patients. Sometimes, these patients are optimistic, eager to begin
treatment, and fairly pleasant. More often, the patients are quiet and withdrawn. As navigators,
we are to take new patients on a small tour of Karmanos, lead them to their clinic, and provide
them with a binder, called a patient portfolio, which they can use to organize the information
about their treatment. I find that it can be difficult to engage new patients. Nevertheless, whether
happy or sad, loud or quiet, making these new patients feel comfortable at Karmanos is a priority
for navigators.
The patient I direct is somewhat withdrawn. I direct them to the Wertz clinic, and hand in
their paperwork. I explain the basics of the patient portfolio, that it was theirs to keep and that it
was a way to keep track of a treatment plan, modeled after the patient portfolios that doctors
have for every one of their patients. Near the end, where the portfolio goes into descriptions of
the jobs of their care team, I end with the joke that it was provided in case he wanted to get a job
at Karmanos. After that, I say goodbye and leave them in the waiting room.
As a navigator at a large hospital, I will be observing most directly microsociology,
or interactions of small groups. I will observe the social dynamics between me and my
fellow navigators, between me and a patient, and between me and the nurses throughout
Karmanos. This does not mean that I cannot imagine the workings of Karmanos as a
whole, of cancer patients as a whole, of hospitals as a whole.
As a navigator, I am gaining considerable capital through connections with my peers
and supervisor at Karmanos, the knowledge of the organization of Karmanos, and the
prestige of "working" at a hospital. I wonder if having the time to volunteer at Karmanos will
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exacerbate the inequality between me and my peers who must use their time to work at a job?
That is, do college students who work volunteer as much as those who do not? If there is a
difference, does it affect admittance to graduate school?
(12:00 to 4:00 pm) - 9/25/2015
Today is the first time this semester that I ride on the shuttle to Karmanos, as for the
previous two weeks I had missed the shuttle. Last semester, I knew the shuttle drivers well and
could fairly reliably predict their arrival time. This semester, there are new shuttle drivers, and I
struggle to learn their particular habits. It doesn't help that the shuttle drivers tend to drive past
each stop if they see no passengers waiting and move from bus stop to bus stop quite quickly, so
that an unwary passenger walking to a shuttle stop could easily find that the shuttle that had been
a block away was suddenly already leaving the shuttle stop. The easiest explanation for this is the
time schedule that all shuttle drivers have to keep. I think that the shuttle drivers are also bored,
as many of the shuttle stops are empty and the drivers end up driving in circles around campus
for no reason. This might be due to the large percentage of students (e.g. those who volunteer at
Karmanos) who drive cars and thus do not need the shuttle.
I arrive to Karmanos slightly late. Roger and Peter are already there. Dot is also there,
and she tells me that today wouldn't be too busy. I look at the new patient list - only three new
patients today, much less than usual.
I get a call for a tube refill at the Dresner Clinic. Karmanos (and other hospitals) uses a
pneumatic tube system to deliver tissue samples and paperwork throughout the hospital. I go
downstairs to the lab and get a cartful of pneumatic tubes for Dresner. My first task done, I return
to the main lobby.

Sociology 2000 Service Learning Journal Jason Lin

The next call I get is from the Radiology department. I am to take a patient to an
outpatient clinic in the Harper Professional Building, where all of the doctors' offices are. I
navigate to the building with no problems, but accidentally direct the patient past the clinic.
Embarrassed, I have to lead the patient back down the hallway we came from to get to the clinic.
Back in the main lobby, as I am putting away the wheelchair I used, a patient asks me for
assistance. She is wondering whether I could provide her with a wheelchair so that she doesn't
have to wait in line for one. At this point during the day, the line to the front desk is particularly
long. This problem is generally unavoidable, as most of the people in line need to register or
need to find a room number, information that can only be given by the front desk. However,
often times patients who have already registered at the hospital assume that they need to stand in
line in order to get past the front desk to their destination within the hospital. These patients
actually do not need to wait in line, and their doing so both wastes their time and makes the line
longer. Technically, navigators are supposed to "navigate the line," or inform people in the line
that are already registered within the hospital that they do not need to wait and if necessary,
direct them to the correct location. I never enjoyed this task, as the lobby can get quite loud and
crowded, so that it is difficult to get information across. In this particular case, the patient asking
me to assist her did the correct thing - bypassing the line since she didn't need any information,
only transportation. She confirmed that she already was registered and knew the location of her
appointment. I wheeled her down to her appointment, rather relieved that she had asked me first
and had not waited in line just for a wheelchair. As soon as I returned to the main desk, I
navigated the line as best I could. Sure enough, a patient who was already registered was in the
line. I think I will have to be more active in my line navigating in the future.

Sociology 2000 Service Learning Journal Jason Lin

I get a call from Dot to bring up some more patient portfolios from the Volunteer
Department in the basement of the hospital. The Volunteer Department is where all of the
supervisors of the volunteers work and most volunteer supplies are kept. For example, while Dot,
my supervisor works from the front desk with us, her own boss, Ms. Zubeck, works from her
office in the basement. I go to the back room of the Department and find several boxes of patient
portfolios. I take two boxes and use a cart to wheel them back to the front lobby.
When I get back to the main lobby, I call the Eisenburg Center, where clinical trials are
held. They tell me that they have several tissue samples ready to be delivered to the lab. As
navigators, we are responsible for periodically checking on Eisenburg for samples and delivering
them to the laboratory nearby we call the delivery a blood run. For the past few weeks,
Eisenburg had no samples every time we called. This time, though, I go to Eisenburg and pick up
two bags with tissue samples and deliver it to the laboratory.
When I get back to the main lobby, I am called by the front desk to take a new patient
down to the Wertz Clinic. I direct the patient and her family to the clinic and provide them with a
patient portfolio. It has become easier for me to navigate new patients I have been practicing
my explanation of the patient portfolio so that I can provide relevant information thoroughly and
give a good first impression. I dont always get a positive response I assume many of the
patients are occupied with getting to their doctor as quickly as possible but I still enjoy getting
my job done thoroughly and efficiently.
After a few more calls, the shift quiets down. The other navigators and I sit down and talk
about our worries, successes, and the news. Peter, an RA, attempts to convince me to become an
RA next semester, assuring me that he can get a good word in for me to his boss. I'm intrigued,
but I decline, as my schedule is packed already. Again, though, I see the latent function of
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volunteering - gaining connections with peers. The shift quickly ends and the four of us say
goodbye.
Karmanos exhibits ideas from functionalism. The most obvious is the hospital itself.
Karmanos' organization and manifest function are based on ideas that have been around for
centuries - a dedicated location for healing that both increases the efficiency of treatment and
spending on medical supplies. Many specific functions, such as the pneumatic tube transport
system, have been around for decades and are widely used in other hospitals. Additionally, while
individuals make up the hospital, the various positions within the hospital - surgeon, doctor,
nurse, maintenance worker, and navigator - are essential parts of the hospital that are not unique
to an individual. Every part within the hospital is dependent on every other part of the hospital,
just like the organs in an individual. When an individual retires or leaves for another hospital, his
or her position is filled by another individual, so that the normal function of the hospital can
continue.
The medical field exhibits ideas from conflict theory. One of the broadest is the
conflict over medical care costs, still a contentious political issue today. One group, the patients,
wish to receive maximum care for minimum cost. They are usually represented by insurance
companies, who try to gain special discounts for medical services from certain medical
professionals. The other group, the doctors, wish to receive maximum revenue for minimum
spending. Generally, doctors agree to provide discounts for patients with certain types of medical
insurance in exchange for a promise of increased customers, which would increase revenue.
Doctors also join hospitals like Karmanos in order to gain access to equipment that would
otherwise have too high of an overhead cost to use cost effectively. The struggle and tension
occurs when patients believe doctors are overcharging or when the insurance company is not
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providing enough coverage or when doctors believe insurance companies are underpaying them.
In the present time, this has led to the Affordable Care Act, or "Obamacare," where the
government increases regulation on insurance companies - and through them, doctors - to benefit
patients and provides national health care to certain groups of people.
The group of navigators that I work with exhibit symbolic interactionism. The way
we learn to work together and excel at our job not only provides us with a small "society" within
the larger society of the hospital, but also helps us associate volunteering with positive
connotations, such as friendship. Rather than avoiding work, we try to actively share the work so
that no one person does too large a proportion of the work. This not only prevents us from
associating work with dread or hostility, but also objectively improves the abilities of every
navigator through practice and subjectively strengthens our connotation of navigating well with
strengthened social integration.
(12:00 to 4:00 pm) - 10/2/2015
I am starting to get used to the new shuttle drivers. The medical shuttle stops at the
Towers Caf at 11:10 and 11:40 and will arrive at Karmanos at 11:30 and 12:00. The first stop is
a little too early for me, the second stop is a little too late. For now I think I will just walk to
Karmanos, but as the weather gets colder I think I'll have to take the shuttle.
I arrive at Karmanos. Peter is already working there. As soon as I walk to the volunteer
cubby hole, two calls come in. Peter takes one of them. I quickly sign in to my shift and take the
second call. The call is from Nuclear Medicine; I am to bring a wheelchair down and escort a
patient to Karmanos CT. I feel nervous - the two locations are far apart and I was worried that
might take the patient to the wrong location, as I almost did on the 12th. When I get to Nuclear

Sociology 2000 Service Learning Journal Jason Lin

Medicine, I find the patient and confirm with her that she was going to Karmanos CT. She does
not know, only saying that she needed to get some scan. I ask the nurse at the front desk to
confirm that the patient needed to get to Karmanos CT. The nurse confirms the information and I
take the patient to the CAT scan department with no trouble.
When I come back, I see that a blood run is due. As I prepare to go on the blood run,
Roger asks if I could refresh his memory on performing a blood run. I agree, and we do the
blood run together. I first call Eisenburg and confirm that they have blood samples. We go to the
Eisenburg Center and pick up several samples from the front desk. We go to the Dresner
elevators and take them to the fifth floor to get to the labs. We deliver the samples and go back to
the front lobby.
Dot is waiting for us when we get back to the cubbyhole. She asks me to accompany
Peter while he collects batteries. We periodically collect used batteries from all of the floors of
the hospital so they can be disposed of properly. I had previously completed such a battery
collection a few months ago, but Dot wanted to refresh my memory on battery collection. Since
Peter had just taken a call, I will have to wait until he comes back to complete the battery
collection. Dot also tells me not to collect the batteries until there are two other navigators who
are available to navigate patients - either herself and Roger or Roger and Nora.
As I wait for Peter, I get a call from the front lobby to navigate the line. Remembering the
success I had last week, I confidently navigate the line - there are no people waiting in line
unnecessarily. Later, I get a second call to navigate the line, which I manage with no problems.
Now that I have the ability to navigate the line, I will have to figure out a way to be able to check
on the line, to see whether it is long enough to have to navigate. Unfortunately, there is no direct
view of the line from the volunteer cubby hole behind the front desk; I think I will have to
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periodically get out to the lobby to directly observe the line. Alternatively, I could check the line
only at the times that the line is the longest. Since I am generally the busiest from 12:00 to 1:00
on my shift, I would predict that I would see longer lines, lines that need to be navigated, during
that hour than during any other hour in my shift. For now, I think I will check the line every half
hour throughout my shift and see how valid my prediction is. Additionally, I would like to see if
long lines reliably occur during a certain time of the day from week to week or if it varies.
I get a call from the front desk, this time to take a new patient up to Dresner. New
patients going to Dresner typically do not require a patient portfolio, because Dresner will
provide one for them. I find that Dresner, compared to the other Karmanos departments, is more
self-dependent. I think it is because Dresner, which focuses on bone marrow transplant and
hematological, or blood related, cancers, requires very quick, efficient service, which cannot be
provided if the services are spread around the hospital. Alternatively, its independence could be
due to its good funding - several million dollars were donated for its creation by a Karmanos
patient. Strangely, I do not find the new patient on my new patient's list. Puzzled, I take the
patient up to Dresner. To my relief, I have taken him to the correct location.
The next call I get is to take a patient to the Radiology Oncology Center, or the ROC.
This department focuses on radiation therapy for cancer. This call is relatively routine - the ROC
is relatively far away from the front lobby, so many of the patients request that a navigator wheel
them down to the ROC and back to the lobby. Since patients receive radiation once a week over
six weeks, over the course of the treatment, one patient will call for the navigator 16 times.
Because the patients generally come for radiation the same day each week, I often see the same
patient coming to the ROC over several weeks. The patient that I take down is new to me, so we

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don't say much as we go down to the ROC. I hope I will be able to take him down to the ROC
next week, so that I can get to know him better.
When I arrive back at the lobby, I just see Peter leaving. I decide to complete the next
blood run. I also ask when the next samples were due. I had previously just called Eisenburg
every hour before performing a blood run, but I had noticed while doing the blood run with
Roger that we were technically supposed to ask ahead to see when the next time to call should
be. They tell me that the next samples were due at 3:00. When I finish, Peter has come back to
the lobby, and Roger, Nora, and Dot are all available to navigate patients. Peter and I decide to
begin the battery collection. We take a cart, a box, and a paper describing the location of the used
batteries on each floor. We go to the tenth floor first and find the batteries, regular AA and D cell
batteries, in a clear canister in the medical supplies room and dump the batteries into the box. We
continue down to the ninth, eighth, fifth, and fourth floors and find all of the used batteries,
generally in the medical supplies room or the soiled utilities room. Luckily for us, the sixth and
seventh floors are under renovation, so we didn't have to stop and collect batteries on those
floors. We go back down to the first floor and collect the used batteries in the Infusion
department, the Wertz clinic, the Eisenburg Center, and finally the Dresner Clinic. We take the
Harper Professional Building elevators down to the volunteer office in the basement and drop off
the batteries.
When we arrive back at the lobby, the time is 2:40 pm. All four of us are back behind the
front desk and the hospital has quieted down somewhat. Nora and I have the same science lab,
and we complain a bit about the rushed pace of the lab. Peter talks about the news and we discuss
the drama in Congress and in next year's election. Around 2:50, Roger calls Eisenburg and
prepares for the next blood run. They tell him to call back in 10 minutes. We continue talking
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until 3:10, when I get a call from Nuclear Medicine. I am to take a patient back to the lobby. To
my surprise, the patient is the same patient I took down to Harper CT. I greet her and ask her
how her appointment went. She tells me that it went well, but that she wants to get home. We go
back to the main lobby and I drop her off by the front doors.
When I arrive back at the volunteer cubby hole, Roger has already completed the blood
run. We each take a few more calls, and then say goodbye and leave.
A latent function of volunteering at a hospital is the anticipatory socialization
received by future health professionals. Most directly, volunteering allows future doctors to
work in and observe the hospital bureaucracy - volunteers interact with nurses and the front desk
workers directly and observe doctors, surgeons, med students, social workers, and occasionally
businessmen and women all interacting with each other and with patients. Volunteers are able to
use these reference groups to anticipate the roles they will fulfill.
Volunteering is a method for a person to continuously immerse him or herself in a
hospital environment without being a patient, a patient's relative, or an employee. Besides
observing bureaucracy, volunteers observe the size and complexity of a hospital as well as the
various organizational methods that are often common to all hospitals, an example being the tube
system in use in many hospitals around the country. By being familiar with a hospital setting
before actually working at a hospital, future health care providers gain an intuition for the layout
of the hospital they eventually work at, based on the widespread similarities among hospitals.
Finally, volunteering also connects students who have similar interests in a medical
career, allowing them to form social networks that pool their collective socialization. In the time
that navigators are not taking a call, they routinely give each other advice about the best ways to

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navigate through pre-med courses, exchange notes and textbooks, and argue over the best
graduate schools to attend in the future. Not only do these discussions reinforce the importance
of the anticipated health career, they provide practical means to reach that career goal.
(12:00 to 4:00 pm) - 10/9/2015
The weather is nice today, so I decide to take the 30 minute walk to Karmanos. Along the
way, I notice the construction of the M1 rail along Woodward. Already, sections of the rail are
already built. When the rail opens in the fall of next year, I hope that it will be reliable and
inexpensive.
When I arrive at Karmanos, I see the morning shift preparing to leave. I greet them and
sign in for my shift. As soon as I get to the cubby hole, the phone starts ringing. The call is from
the front desk - I am to take a new patient to the Wertz Clinic. I take a patient portfolio and walk
out the main lobby to greet the patient, an elderly woman in a walker who is accompanied by her
son. I get a wheelchair for the patient. She gets in the wheelchair and has her son carry her
walker.
When we get to the Wertz Clinic, I sign her in on the computer and give her a pager,
which the nurses will use to call her when her doctor is ready. I turn in her paperwork to a nurse
and hand her the portfolio.
When I come back, I complete the 12:00 blood run. As I do, I am told that there would be
no more blood runs scheduled for today. I am pleased; while I don't mind doing blood runs,
getting them done when there is a heavy patient inflow can be difficult.

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When I come back to the main lobby, I see Peter. I greet him and return to the cubby hole.
I soon receive another call to take a patient from Karmanos Imaging to Nuclear Medicine. I find
the patient and take her to Nuclear Medicine without any trouble.
When I get back to the cubby hole, I hear the phone ringing. Looking at the phone screen,
I see that we have already missed two calls. Sometimes, when we have too many calls or not
enough navigators, we have to pass up on calls. I think that in these cases, the patients, often in
wheelchairs, have to wheel themselves back to the lobby. I think that this problem is more due to
an unusually small number of volunteers than an unusually large number of patient transportation
requests. Through functionalism, I would predict that if this lack of navigators becomes a
serious problem, then Karmanos will hire navigators, a more reliable but expensive
approach. Through conflict theory, I would predict that the number of navigators available
will be the result of the conflict between the volunteer department heads and the
navigators, both of whom wish to use the navigators' time. Through symbolic
interactionism, I would predict that the number of navigators available will depend on the
subjective view of volunteering to the volunteers - whether navigating is fun or boring, easy
or hard, worthwhile or pointless, etc.
When I answer the call, I am told to take a Dresner Clinic patient to Harper PFT
(pulmonary department). I am unsure where Harper PFT is, so I look it up on our directory. I find
that the department is on 6 Brush. When I get to Dresner, I confirm with the nurses that Harper
PFT is on the 6 Brush and take the patient there.
The patient, an elderly lady, seems very upbeat when I see her. Unlike many of the
patients, she is able to walk and insists on walking to the Brush Elevators. When I press the
elevator to take us down from Dresner to the main floor, she insists on taking the stairs. Since
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she had never been to Harper before, I give her a small tour of the hospital as we walk through it.
When we get to Harper PFT, she says goodbye and sits down in the waiting room. I wonder if
she is a cancer survivor, or whether she still has cancer but has regained some mobility?
When I come back to the cubby hole, I find Peter. He has been just as busy as I have
been. We have a few minutes to catch our breath, after which the phone rings twice. Peter takes
the first call. I take the second call, from the Karmanos Pharmacy. Apparently, a patient in a
wheelchair at the pharmacy was feeling a little hungry and wanted to go to Wendy's, a restaurant
inside the hospital. I go to the pharmacy and wheel the patient to Wendy's. I ask her if she wants
me to wheel her back to the pharmacy, but she says she plans to stay at Wendy's for a while and
that she can get herself back to the pharmacy.
When I get back to the main lobby, I see Nora and greet her. We both go to the cubby
hole and sit with Peter. Dot comes over and reminds us to get our flu vaccines and TB tests,
which are scheduled for next week. The flu vaccine and the TB tests are recommended annually
for all Karmanos employees to ensure that the potential for spreading these diseases to
potentially immunocompromised patients is minimized. Both are provided free of charge by the
hospital. While it must be expensive for hospitals to provide these services to such a large
number of people, I think that it is cheaper than treating the cases of flu and TB that would
otherwise occur, both for patients and employees.
After a few more calls, the phone remains silent and the day is done. I find that my shift
has the most calls around 12:00 and 1:00, after which the number of patients calling gradually
decreases as fewer patients arrive for appointments. Around 3:00, the number of calls increases
as patients leave the hospital, after which the number of calls again decreases.

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As I continue to work at Karmanos, I hope to understand the patients that I work with
more personally. I would also like to get to know the other navigators on my shift better and
learn from their skills. Most importantly, I hope to continue to enjoy the rest of my time
volunteering at Karmanos, a place of both sociological and medical significance.

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