Core Values of CHM/HMI (revised 11/09/2017)

1. Conducting our work with rigor (Rigor)
   • We are dedicated to meeting our mission through high quality work, whether it’s research or other initiatives. We uphold these standards through continuous learning, respectfully challenging each other to improve, engaging in interdisciplinary collaborations, and intellectual humility. Rigor is present in the process for each pathway of our work--research, innovation, movement--and also in the way these pathways inform each other, helping us to integrate our knowledge and build collective wisdom.
2. Making an impact on the world (Impact)
   • Impact is the grounding principle for all the research and work we do together. We pay attention to what our work means in the world, prioritize research and projects that have the greatest potential to promote well-being and reduce suffering, and strive to increase the reach of beneficial results of our work.
3. Cultivating a prosocial workplace (Community)
   • How we do our work together matters. We are committed to creating a workplace and community of collaborators that embodies our mission and vision. We practice this commitment by interacting with respect, kindness, compassion, and gratitude for each other and the resources we share.

Values History

CHM Core Values were revisited in Spring 2017 as an initiative of the Culture Committee.The revised core values were presented to leadership Fall of 2017, and presented to the entire community during the Annual Retreat on November 9, 2017. These are considered the latest version, though acknowledged to be a set of values meant to evolve and subject to change if appropriate.

Culture Collective

Currently undergoing a refresh to meet the current needs of the Community. Please join the monthly meetings if you would like to become involved in this work. You can find the meetings on the CHMI Community Calendar with meeting location and zoom link listed.

Culture Collective Scope

What we can do

1. Develop and support strategies and activities that foster a values-based work environment.
2. Evaluate climate-related issues (community-shared perceptions and attitudes) that can lead to cultural norms. Examples of tools for this are the annual culture survey and providing meeting space for Community Members to voice concerns they have related to culture.

What we can't do*

1. Get involved in personal issues such as individual conflicts.
2. Get involved in HR topics (employee performance, benefits evaluation, payroll, supervisor/employee issues, etc.).
3. Manage the physical space (building and equipment, desk space, room usage, etc.).

*We are committed to support our community members and can offer resources or advice on how to navigate these issues but we cannot truly resolve these issues. We always recommend starting with your supervisor or the Center's current HR representative. Additional resources include the Employee Assistance office on campus.

Collective Structure

• The Collective host position is in transition, but Robin Goldman has taken the lead during the committee meetings. The Collective host also manages the annual budget, advises the focus groups, and is the primary liaison with the Leadership team.
  
  • Collective Host position would be a 1 year term. There will be 2 co-hosts serving staggered terms so that they overlap by one semester.
• Open-invitation to all community members. Please attend as a constructive contributor.
• The Collective has had sub-committees and sub-collectives in the past such as the Diversity, Equity, Inclusion (DEI) Roundtable (The DEI Roundtables was a monthly gathering and safe space for conversation about diversity and inclusivity in our work. Meetings are the third Thursday of every month at 1 pm. See the community calendar for up to date information.) Currently all sub groups are part of the main Collective but can be reconstituted when there is enough interest in the Community.

Leadership Communication

Communication with the Leadership team is critical and taken seriously. It is important to the Leadership team to learn about current topics discussed and to weigh in on decisions made, especially if they require financial resources. The co-hosts will provide Leadership with recommendations and support for new ideas that the Collective wants to advance, and vice versa.

Collective History

The Culture Committee was originally formed in 2017 when the Climate Committee (est. 2010) was refreshed.Culture is defined as the shared belief about the organization's expectations, assumptions and values. These unwritten "rules" drive behavior in an organization and impacts how people work together on a day to day basis. In 2023 the committee transitioned into the Collective.