SCC Value: Support
Notes from Discussions on Feb. 22 & 26, 2002
Attending: 9 faculty, 2 classified, 7 administrators, 0 students (2/22)
(2/26) about 20, slightly more faculty than administrators (no classified, no students)
1. For employees, what does a “supportive environment” mean?
People practice respectful, positive Interpersonal skills
Institutionalized practices that both prevent behavior that is not supportive (with sanctions that are enforced) and promotes behavior that is supportive
A set of institutional practices that includes respectful communication and positive interactions
Able to negotiate gracefully; it’s safe to disagree and have conflict
There is a spirit of reconciliation, forgiveness for mistakes, and support for those who are learning these behaviors
Communication is open and inclusive, not covert and exclusive
People delegate well; people are trusted to do the job assigned
People feel safe to express thoughts and feelings and are encouraged to do so.
You are free to agree and to disagree. The environment supports this.
All employees are respected by institutional administrators and all employees show respect to peers and students.
It does not ascribe negative motivations to people’s questions and behaviors.
There is the freedom to say no. People are straightforward.
Understands & benefits from diversity and differences
Willingness to work on understanding what it means to be a person from a diverse group, and that that understanding influences institutional practices, leading to change, development and creating
A place where the voice of a person of color or other diversity can be heard
Voices of all parts of the employee spectrum are heard and valued
There is active inquiry and deep listening about what matters to people.
It is inclusive of difference
Individual & organizational development
A culture that assumes everyone can and wants to grow and develop
Training for new employees that ensures they can do the job
Ongoing training for experienced employees
Encourages creativity, change, innovation, and allows for failures
You are supported in your personal, social and intellectual development.
It helps people learn, grow, and change
It is okay to fail – to make mistakes. Because if you can’t, you can’t innovate.
Balanced and Holistic
It is recognized that relationship is an important part of the workplace
It supports the whole person (body, mind and soul).
You get invited to the social events (and there are social events.)
Workload is reasonable
Employees (and students) are free to do their primary jobs, not deflected to other tasks
Workload is acknowledged and adjusted for
Accountability
My supervisors listen and do something if bullying among employees (or students/staff) is going on.
It is responsive to concerns that are expressed.
There is follow-through and accountability when I raise an issue or concern. We walk our talk.
Other
Student success is a very high priority.
You feel valued.
It is proactive, not reactive.
There are enough resources that you don’t feel you are up against the wall when you make choices (both informational resources and economic resources)
There’s trust and honesty.
The workplace reflects my core values and belief system. When we read the core values we find it reflects us.
2. Is Shoreline providing a supportive environment like that we described?
There are pockets of support for these practices at the college, but it is not complete – not a whole fabric yet
3. What should I tell the steering committee to do with this information?
Ask for input about this picture of supportive environment from others who didn’t attend this session. Would like to see broader campus input on what other employees think about these elements.
Do an examination of the end results of complaints of verbally abusive behavior
Find ways to make new employees more aware of all the different areas of campus; places that might be of interest and support. The information is provided in new employee orientation, but it doesn’t stand out.
Change has to occur from the top. We would like to know that the Board, President and VP’s are solid with the core values. If they are solid those values will be reflected in the work of all employees.
The top administrators live those values with enthusiasm. Their behaviors match the values.
Work efforts must be consistent, year to year.
We need clarity from our leaders (a good example is the Sept. 11 letter from the president). A clear, focused message.