Ethical Re-Opening Summit
A Year in the Life
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Session Summary
As the world rushes to reopen, it’s important to not overlook how to do so sustainably, both for the planet and for us as human beings. This opening discussion gets to the heart of the matter by addressing the need for new systems and structures to be built around the ways of working. Using the lens of diversity in approach, radical transformation in the workplace is framed to rethink, reimagine, and reorganize what our world and life can be. The possibility of creating workplaces where all can thrive begins with worker empowerment and calling out White male privilege-protecting, oppressive schemes camouflaged as “company policy.”
As an example of “How To Get It Dead Ass Wrong,” the conversation cites Founder/CEO of Basecamp Jason Fried’s controversial and ultimately, dehumanizing company updates which include no societal or political discussions from the company account, no 360 reviews, no paternalistic benefits (which Fried defined as fitness, wellness, education allowances and a farmers market share), and a slew of other changes. The egregious notion that these life qualities are somehow paternal and can be granted (and taken away) from workers illustrates the gravity behind work culture, making the connection between organizations and community all the more important. As artist, activist, and educator Syrus Marcus Ware put it, “What a strange thing to think, all of the social benefits that we do that make us part of a community, because as organizations, wouldn't it be nice if we thought of these institutions as actually part of the communities that they're situated within?”
Recognizing levels of hierarchy in the workplace, emphasis is placed on shifting how we think about business through the development of new social relationships around these conversations as a means to combat capitalism and boost community for People of Color struggling to work in and around capitalist, racist organizations. In thinking outside of traditional business practices, Vanessa Roanhorse, co-founder of Native Women Lead and owner of Roanhorse Consulting, revealed how others believe alternative work practices are antithetical. However, staying true to the course of worker empowerment, Roanhorse steadily works to imagine “a future in which people have agency, have self determination, and also the ability to make choices on things we get to build and create.” We all want something better for our communities. Let’s start with the resurgence and restoration of values, and the enforcement of worker rights to ensure people in leadership positions are empowering everyone to have agency and access to new knowledge.
Mental Health and Well-Being Amid a Global Pandemic
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Session Summary
Creating a culture of care within the workplace has never been more essential than now. By recognizing that our physical experiences can influence our emotions and behaviors, organization leaders must embody a sense of self-awareness in order to instill the proper work culture for all to feel comfortable and succeed as individuals and affiliates. Concerns about mental health, well-being, and stress in the workplace are nothing new. But without a doubt, things have become much, much harder given the pandemic. This weighty yet necessary dialogue centers around supporting the pre-existing and evolved needs of people, regardless of their industry, demographic, orientation, or ability. Observably to Joann Lee Wagner, Vice President of People Operations of Common Future, this can be demonstrated by businesses “seeking the long-term sustainability of people alongside the communities that [they] support.”
Foundation for the conversation begins with references to a remote work report from Project Include, an organization whose mission is to give everyone a fair chance to succeed in tech. In a survey with responses from over 3,000 tech companies, remote work since COVID-19 has exacerbated harm, harassment, and hostility. Harmful work experiences and anxiety have all increased among Black, Indigenous, Latinx, Asian American Pacific Islander, women, non-binary, transgender, and those over 50. Director of the Cultural Leadership Program at Banff Centre for Arts & Creativity Diane Ragsdale leads the conversation stressing how imperative it is that all businesses make well-being and mental health a top priority and to do so now before it’s too late. Home used to be the safe space to escape from work, but now given the influx of work-from-home, reports now show that harassment and hostility have moved from physical/in-person to online/remote work, taking the form of “public bullying attacks on group video calls to berating 1:1 over email to racist and sexist link-sharing in chat and more” (Project Include, 2021).
Solutions for planting seeds of personal and professional well-being, growth, and prosperity begin through a sincere attempt to deeply understand who we each are as individuals, co-workers, peers, leaders, collaborators, and co-citizens in our respective communities. The importance of community for example, is demonstrated when experiences of any degree are translated across multiple demographics and populations, as shared by writer and art curator Sophia Park. Activating a heightened level of awareness in leadership allows us to acknowledge that what's happening in the world affects employees at varying personal levels.
Recognition of the emotional labor that multicultural and marginalized people are disproportionately burdened is the first step towards ensuring that work is not retraumatizing its workers. These emotive, organizational values can then be matched with action through the development and installation of practices and policies to provide the varying degrees of support humans honestly need right now. From trauma, grief, homeschooling and child care, to counseling, harassment, hostility and everything in between, human resources needs to underscore each word independently to accentuate the bond between them to begin moving with empathy. Panelists share valuable stories and credible insight around practical ways companies can be more empathic and responsive to employees, including with simple-yet-extraordinary gestures such as offering time off when a manager is able to identify an employee who could be potentially affected by something occurring. And as highlighted by award winning dancer artist Shannon Litzenberger, caring for employees means creating a work culture that is rooted in care to encourage leaders to recognize that embodied self-awareness and behavior are important seeds to prosperous growth.
New(ish) to Organizational Anti-Racism Work
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Session Summary
This unprecedented time has become a time of learning (and relearning) for many. But what is the process for turning knowledge into action in and out of our organizations? Thinking about organizational anti-racism work begins with a clear understanding of what “the work” is. Panelists offer fresh perspectives on what this observably looks like, which includes what Ansa Edim from Change.org calls a Reset - an examination period to review company values, policies, recruiting practices, etc. to re-enforce accountability. The tech industry already has a very small percentage of Black women within it at every level, presenting a strong call to action for work that interrupts oppressive systems whenever and wherever they are seen as said by Courtney Harge, CEO of Of/By/For All. Additionally, being resourced both financially and emotionally become crucial components of doing “the work” for one’s own self, particularly for Women and Persons of Color, because of the harsh realities surrounding the age of and continued nature of systemic oppression.
An important facet of this conversation acknowledges the unjust nature of relying on Black people to not only suffer from racism, but now also to be responsible for doing “the work.” Tiffany Wilhelm, program officer of Opportunity Fund, rightly notes that in order for a collective shift of thinking and action from our organizations and society to occur, then White folks have to be ready to do that. This can take a number of forms and look differently for organizations because the fact of the matter is that “the work” is ongoing. However vital parts of progress are the offering of spaces for conversation, to not put pressure on peers of color, and to remain cognizant of what’s happening because cultural needs can fluctuate at the given moment.
On the other side of the token, knowing what is NOT “the work” can be equally informative, which include managing White guilt, forcing Black people to relive trauma as examples for “diversity training,” and intellectualizing anti-racism as opposed to just simply being a better person.
But determining balance for everyone is as essential as ever. The amount of “work” one does cannot be copy and pasted onto the next. In the daily transition from personal to work mode, the level of anti-racism work will vary. For People of Color, “rest as resistance” is stressed with the freedom to resist any foul, misguided obligation to teach their White counterparts. In fact, “thriving while surviving” is highlighted as a productive state of mind to interrupt systems built to destroy us and/or make us hate ourselves. For White people, give as much as you can because this is not solely a workplace/professional development issue. Rather, this is transformative, and given the privilege of having these systems structured in your favor, do the most in and away from your job because we all deserve to have liberated cultures and our full humanity.
Intentionality and Environmental Impacts
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Session Summary
The intersection between culture and environment is a growing area of perspective warranting genuine consideration and introspection. Tangentially, the concept of intentionality is one worth marinating as it centers on human behavior. This revitalizing conversation gives insight on how all industries can play a role in moving society forward in a new direction that creates solutions to protect and prioritize culture and environment. From permaculture to live performing arts, the amplification of progressive ideas and constructive methods of sustainability are available to everyone - it simply takes awareness and intention. Creative strategist Erin Woods centers the conversation around the idea that this is not a science or technical concern, but rather, this is about “a cultural shift and about who we are and how we want to be in the world, and that what we value and what we think about as sustainable” are considered from all individual, professional, social, and community perspectives.
Toxic cultures are the root of environmental crises after all, therefore it will take a shift in culture to transition us into a better form. The pandemic has afforded all industries the opportunity to reexamine old models and identify room for improvement. Krista Bradley, Director of Programs and Resources at the Association of Performing Arts Professionals (APAP), provides examples of how the tourism industry can improve, beginning with altering its infrastructure to better service the generation of waste and preservation of the field, in addition to informing the public about resources, tips, and information on what they can do on an individual level that makes a larger, longterm, cultural difference.
An important area within intentionality and environmental impacts that panelists highlight is our connection to our community. As Co-Director of Helicon Collaborative Alexis Frasz said, “If our community is not well, we are not well.” The uncontrolled collapse of many domains in art and traditional business have forced us to become not just more localized, but also resourceful to begin utilizing new tools like virtual spaces as a means to converge and create like never before. Vijay Matthews, Co-Founder of Howlround Theatre Commons, notes the enabling of collaboration that is afforded from virtual spaces - “publishing and performing arts artists wanting to connect and share ideas with each other, this has been an incredible moment for artists from the global South and global North to be in the same virtual space together like never before.”
Advocating for a different way of working in the arts and cultural sector is long overdue. Doing less and giving something up does not always mean something is being sacrificed. It simply means you’re making room for more things that can be beneficial to you and your community. In fact, a lot can be gained from abandoning dated social customs like ‘hustle 24/7.’ Four-day work weeks directly equate to climate change and worker wellbeing for instance. Or a worker cooperative model to eradicate cheap, free labor. Each working practice should recognize that they can be much more accessible, inclusive, and equitable by adopting more policies for human flourishing, and it ultimately begins with a change of culture.
Employment Law and COVID
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Session Summary
Coming off a year that has echoed sentiments of feeling out of control, leaders from across sectors and industries have questions about employment law, safety, and other areas impacting how we earn a living in the wake of COVID. Those in smaller organizations or independent contractors also struggle with keeping up to date with worker-related rights and legislation. Panelist Andrea Milano, special counsel at Pillsbury Winthrop Shaw Pittman, brings attention to the importance of knowing the different standards and stringent guidelines which vary state-to-state, city-to-city. Progress begins with awareness. And once we independently see where we need help, and actually ask for it, the necessary resources can be found to guide businesses, small and large, on how to pivot.
Return to work requirements are complicated on both sides of the coin for employers and employees. Transparency is key, and employees should feel empowered to ask for details about what's being done to keep them safe, while employers should welcome those questions. This circles back to a more national topic which the conversation turns to address, that being the general duty clause and potential for Congress to limit employer liability. The importance of understanding State specific mandates are again underlined with added attention going towards ensuring that employers are meeting the basic thresholds of thinking through risk factors and the preservation of public safety.
Ultimately, returning to work may not look the same, and companies need to prepare for it. Evaluate building management structures. Understand HVAC systems of air filtration. Force leadership and governing authorities to enforce mask mandates despite vaccination status. The willingness to have honest conversations with employees at all levels is crucial and will look, sound, and feel different for different communities. We know COVID has disproportionately impacted lower income homes and affected Black and Brown communities at more grossly lethal levels. So for example, if you have the privilege of avoiding public transportation, it’s time to confront reality because we’re all not set up the same. But this is our opportunity to do the work in making it just and get it right for once.
Alternate Power and Decision Making Models
Session Summary
There are lots of questions surrounding decision making. Traditional companies small and large hold within them varying levels of power structures, making it easy for the workplace in general to embed and uphold systems of oppression within its very complex, multi-layered structures of hierarchy. This makes the work of organizational transformation all the more meaningful and vital. Given the pandemic wall everyone hit at once, it behooves organizations to use this time for reevaluation to do the self-audit, look inward within itself, and grasp what internal forte and capabilities are already existing within your space. Discussion between panelists stress undergoing this transformational journey, as this process will reveal what type of model is best for your company. Hop Hopkins, Director of Organizational Transformation at the Sierra Club, describes the challenges as having to operate within a “system within a system within a system of oppression. That's not meant for liberation. And so there's already some bookends to what's possible given the system that we're trying to operate in.”
Agency refers to the ability to shape and influence one’s own life. This psychological concept is rooted in human flourishing and continually is impacted by work because we all have to earn a living. Conversation within this panel introduces examples as to how being given a voice within the decision making process and more responsibility at work can positively impact the belief one has within themselves, therein increasing efficiency and worker empowerment at the same time. What it means to work and at what level (for example, corporate vs cooperative vs entrepreneur) can be influenced by the worker’s belief system and behavior, both acting as fuel for a particular type of work culture. Attorney Jason Wiener for example describes the very U.S./Westernized notion of what an entrepreneur is and the dangers of overclassification - “the entrepreneurs in some ways, we've developed this cultish iconic lionized version of what the Western entrepreneurs like. They show up, they overwork, they read, and they're these over accomplished often white men who come from privilege and means to fulfill a vision and a dream. And I think in so many ways, when we look to recruit people who are relatively self-aware and show up having thought of their work trauma, that's the only kind of example we have.” And as with any culture or community, each discourse regulates itself from within, holding an internal model of understood codes and an agreed sense surrounding certain subjects.
Making meaning around the concept of leadership, influence, and responsibility should and can fluctuate from company to company. Regardless of traditional or alternative work models, meaning making begins with having transparent conversations about power and encouraging workers to embody their own power, potential, and capabilities. Senior Consultant with Change Elemental Aja Couchois Duncan shared how this mentality “enabled [Change Elemental] to share power in different ways and draw on different people's strengths.” From democratic governance to hierarchical leadership, the comprehension of how an organization is structured is contingent upon how clear the power is distributed within an organization. Communication and transparency are pillars within leadership development. And in order to support the dismantling of corrupt systems of oppression within the workplace, arming your business model with humility and conscientiousness will ensure that your company is putting its people first.
Policies & Practices for Hybrid Org Arrangements
Session Summary
In thinking about creating workplaces where people can thrive with equitable policies and practices, working arrangements for onsite, remote, and hybrid organizations can look (and feel) differently for everyone. COVID forced all industries to rethink not just office guidelines, but also a shift in how people work together and still nurture their roots to their local communities. Panelists underscore that there is no how-to playbook with all the correct answers, nor is there an easy fix that can be copy and pasted across the world. As Executive Director of Alternate Roots Dr. Michelle Ramos said, “the idea that one size fits all in the way of employment, for different people coming from different walks of life with different life experiences, is just ludicrous. That's not a thing.” What is a thing is however, are the insights the leaders and changemakers in this discussion share about how this period of time is a learning process for everyone, and context always matters. Conditions for staff, constituents, and the community are regularly changing given updates state-by-state, city-to-city, therefore placing a high level of importance on company leadership to remain amenable and receptive to change in order to support people.
Experimenting, iterating, and making mistakes is ok. In fact, it’s normal because the only thing we can do is be predictive and prepare for what reality might look like down the line. Addam Garrett, Operations Manager for the National Performance Network, asserts that when his company collaboratively envisioned what working in the future for them would look like, conversations remain openly productive because the group genuinely enjoys working together and sincerely cares about one another’s wellbeing.
Aside from safety for all being of utmost importance, dialogue within the panel pivots to community issues as touch points which also heavily impact arrangements within the workplace. Executive Director of Springboard for the Arts Laura Zabel transparently shares that life is not lived in a vacuum. What affects one can impact us all. Regardless of industry, we must remain cognizant of the fact that we’re all in the people business. People don't have the same circumstances or the same responsibilities in their lives, so when looking to create effective policies within your workplace, take into account the other responsibilities such as caretaking, community needs, and taking care of yourself also.
Into The Future!
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Session Summary
In this closing panel discussion of the Ethical Re-Opening Summit, all of the pain, trauma, and injustice that has become a shared sentiment in and out of the workplace is eminent and recognized. However, perspective is a key component of cognition and how we make meaning. With this consideration, the pandemic can be looked at as a journey where organizations can experiment with new systems and structures to increase not just work efficiency, but also agency and opportunity within its stakeholders and community. Deborah Cullinan, CEO of Yerba Buena Center for the Arts (YBCA), shares that this journey for her and YBCA is “not about reopening, but re-imagining...not returning, but regenerating.” While this is a romantic notion, the principle and value behind the idea is apt given the opportunity to change.
Change is hard for a lot of people for many different reasons. The pandemic has caused high levels of anxiety fueled by uncertainty and change for over a year now. And just like everything else that comes with a catch, the journey to re-imagine a thriving future comes with its own set of challenges as well. As the visionary leader of a prominent community arts center, Deborah notes that the biggest challenge for her is “to create conditions that make people feel valued and clear and safe in pursuit of something that is not yet known.”
Community artists, leaders, and activists are the future’s best designers. The pulse of a thriving society lives in the civic engagement of anti-racism work and the dismantling of corrupt systems. Transforming society and turning imagined ways of life into actuality, however, will not be done without White people and White led organizations doing the work to counter privilege by committing to cultural equity and racial justice through the development of pathways for new business and fair operations.