There are dangers, though, to such inquiries and conversations, as Krebs suggests:
It can lead to a focus on individuals rather than on policy and procedures. That problem is especially troubling for me. I want to understand people and their needs and motivations, but I also need to remind myself that the best way to handle conflict is not to be a counselor or even a mentor. It’s more effective to prevent conflict in the first place, with structures that we all agree on and guidelines both for the way we treat each other and the way change happens.Man, did this resonate for me. Rounding the home stretch of my first year as Associate Chair, Graduate Studies I can say that one of the biggest joys has been devising and implementing policy that create supportive structures in our shared workspace: a policy for granting grades of 'Incomplete.' new checklists and timelines of degree requirements, explicit contracts outlining responsibilities for Area Exams, policies around residency and availability to be on campus.
I've been working (with the graduate coordinator, and the chair, and the graduate committee, and the associate dean) to figure out where our trouble spots were: and this was largely a matter of listening to students, and staff, and faculty tell their individual stories. And I had to listen with kindness, then figure out what to do next.
It's hard to blend an attention to the unique circumstances of individuals, with the construction and maintenance of an appropriate and supportive set of policies and procedures. (Wow, that was the most boring sentence I've ever blogged, I think.) This involves the often deliberate practice of empathy and attention to human behaviors, while I have a tendency instead to jump right to the abstraction, the pattern, and the rule. But I find that if I listen to enough stories, or follow up on enough individual cases, a pattern does eventually emerge, and generalized-enough policy and procedure often then suggests itself.
What I'm getting at is that I'm drawn to administration because I like to find efficiencies and patterns and rules and organize things. I've discovered how much interpersonal work and support is actually required of me, and now, like Krebs, I'm finding that these are not opposing practices, but complementary ones. Better policy comes from better listening; better compliance and outcomes come from better policy.
Krebs writes: "Waiting for trouble to boil over before creating policy to deal with it is lazy. Of course, creating a bunch of rules for civility is worse than lazy. Rules don’t make people treat each other well. Culture does."
Culture is hard: it's the base as well as the superstructure. It's both overdetermined, and spontaneous and individual in its manifestations. Balancing these truths is something I'm working on, and I still default too often to rampaging world controlling ENTJ tendencies. But as I keep trying to soften and listen, everything seems to turn out better. Kindness for the win.