Working on greater social safety
An educational institution is not automatically a pleasant place to work. What can you do as an employee in the event of social insecurity? And how do you, as a manager and team, create a pleasant atmosphere?
image: XF&M
1. Make sure you know what's going on
You can contribute better to safety in your team if you understand what is actually happening in tense situations. “You are safer if you understand what affects you emotionally, how you react and what your norms and boundaries are,” says Wobbe Storm, co-owner and trainer/coach at the Expertise Center for Social Safety. “Sometimes insecurity is a persistent part of a culture to which people have become accustomed or they condone behavior: 'That's just the way that person is.' A baseline measurement or quick scan into safety perception can then provide a fresh perspective.”
2. Ask for external help with team problems
Storm: “Stress and workload can expose the wrong dynamics. If you dare to analyze these together and invest in the relationships, this contributes to trust. But a lot depends on how you do that. After an analysis, school directors sometimes say: 'We will continue with it ourselves.' They do not want to air their dirty laundry and do not dare to take decisive action. But this is an exciting process and in the beginning often creates more insecurity. An external trainer can mean a lot in terms of awareness, coordination and practice.”
3. Do something about conflicts
There are many different forms of social insecurity conceivable, such as abuse, discrimination, conflicts with a manager, undesirable behavior, complicated reintegration, an assessment that feels unfair, mounting cooperation problems and bullying, says Anita Regout, external ombudsman for more than a year. at The Hague University of Applied Sciences. “Where people work together, things sometimes go wrong,” says Regout. “It takes courage to do something in a conflict, almost everyone prefers to avoid such situations. But don't leave it alone, because it will never go away on its own. In society we have become increasingly aware of social insecurity, but we often do not yet know how to act. This action is usually not about heroic stories, but about ensuring greater safety step by step, with everything and everyone who can contribute. In smaller matters, it is best to approach the person in question yourself: 'You said or did that, but I find that annoying, would you like to do it differently from now on?' And if you see a problem with a colleague, ask: ' How are you, can I help you with something?' One person is good at expressing something, the other at making a connection. Use that within the team. And try to resolve conflicts as low down in the organization as possible. For smaller matters, do not immediately go to the management or board, because then the situation often becomes more complicated. But if it is too difficult for you, especially when it concerns real abuse, seek help immediately. If that is not possible with your manager, then with someone else.”
4. Good leadership is essential
Wobbe Storm: “Make sure that you as a manager are visible and know what is going on. Set a good example and involve informal leaders in the teams. Also dare to ask others how they experience you in contact, everyone has blind spots.” Anita Regout: “Managing is really a profession that not every manager has learned. You must be able to deal well with people, be able to listen, ask questions, not judge, have genuine interest and time, and be able to have difficult conversations. Suppose someone has gathered the courage to report it to you, then your first response must be right. You must have time and attention and do justice to the complainant and the accused. The defendant cannot simply send you home, which is often a first impulse. This is all very difficult. Training is therefore very important.” “Sometimes managers do not stand up for their employees,” you know AObdistrict director Nasera Azzouz, who conducted research into social safety in higher professional education. “At a college with good leadership, I saw a shared vision and support, time for joint relaxation, appreciation, trust and stability.”
Conditions for a pleasant working atmosphere
Clear rules of conduct
If there are clear rules of conduct, you can hold each other accountable if those rules are broken. Trainer Wobbe Storm: “Because there is often a lot of change among teachers and they regularly work task-oriented, sufficient investment is not always made in contact and coordination. Then boundaries unconsciously shift.”
A good personnel policy
AOb-district director Nasera Azzouz: “Train new employees well, divide roles and tasks clearly and communicate clearly and timely. Treat employees fairly and transparently and pay attention to their autonomy, job satisfaction, and relevant private matters such as informal care. Otherwise, employees will find themselves in a pinch, not feel safe, postpone tasks or drop out.”
A clear complaints structure
The complaints structure must be clear. Ombudsman Anita Regout: “In an optimal reporting climate, one or more confidential counselors and an ombudsman complement each other. A confidential counselor stands next to the person involved, listens to someone's story and thinks about possible next steps. An ombudsman handles complaints, listens, refers, gives advice, mediates if desired and can also conduct an investigation where necessary. Both work independently and confidentially and are preferably not part of the organization.”
