Page 48 - Transformation Indaba Report

In response to the Zandile’s question and also trying to break the reason why we’re not experiencing it internally as much
down Heather’s analysis a bit more, I think it will be better if it as its said, is that when it is kept at a broad level people might
is broken down in terms of Faculty and Departments because feel that their voice will be lost in the broader view. (Matilda)
I suspect you might have a difference in respect of that and

I’m wondering if one is talking about institutional culture in to really begin to unpack what the transformative shift
the singular, or if we’re talking about institutional cultures, in needs to be from existing cultures to an institutional culture,
terms of the way they exist in reality. So, the debate becomes where we align with an agreed upon set of values, practices,
which dominant culture may be put into place to supersede normative practices then it almost needs to grow from the
potentially existing cultures and some of which might be bottom up and that’s quite hard to implement. It’s important
dominant in at some spaces/faculties/departments/corners institutionally to have those normative frameworks in place
and not in others. So, the debate as I understand it is “which but in terms of actualising them, it’s also important to have
becomes our dominant institutional culture which will make their local department/space from which it grows. (Lesley)
certain values and practices normative?” I think if you want

We speak about the multiplicity of different sets of cultures and so many layers. (A Keet)

I agree that, depending on where you are within the institu- conduct ourselves in terms of these specific values or prin-
tion, your experiences may vary. The council-approved ciples, then what? Consequence management would need
commitment to an inclusive institutional culture needs to to be put in place to create a level of accountability.
be seriously unpacked and consulted across the institution Taking responsibility for our own actions will assist in a
to develop a common understanding of what it means. reflection of self and a change in behavior of self, where one
Besides the council-approved commitment, there needs to is accountable to one’s peers. (RA Levendal)
be a concurrent accountability mechanism. If we do not

I saw a section of the report on institutional culture spoke to and line managers” for example; “how are those cultures
‘Employee Wellness’. I want to note a few points/questions of communication between staff and lecturers or other staff
around EW, in terms of how it could affect culture:I was and students, lecturers and line managers manifested and
part of a group in 2021 that dealt with a ‘burnout and maintained?”; and “how does this then feed back into the
resilience survey’ at the university, among staff specifically. culture of the symbols and the language that we use, and
From the data we saw a strong indication of support at an in particular around responding to wellness and care in our
‘institutional’ level, but indicators of wellness at the ‘indiv- spaces?” Two thematic take-aways from the survey were:
idual’ show that there is still much that can be done. I found 1) innovation as resilience, as a coping mechanism at an
this quite interesting – when we consider experiences of ‘institutional’ level, and 2) creativity as a resilience at the
burnout, resilience, and stress in the workspace for example personal individual level – which, to an extent, speaks back
we know these can affect morale, work security, and many to what Dr Levendal was speaking about in terms of indiv-
of other related psycho-social dimensions. We are all aware idual responsibilities. Having to take responsibility, and be
of the psychosocial pressures around COVID-19 and how accountable for how you look after yourself in the space,
it had affected staff and students. The question is “how as much as the University impacts or affects those
does this then affect, or how is it navigated by, lecturers dimensions too. (Neil)

NelsoN MaNdela UNiversity • traNsforMatioN iNdaba • 2022 42