We believe in respect for all people and their capabilities — therefore:

We believe in integrity in dealing with people and issues — therefore:

We Do:

We Don’t:

Communicate openly, honestly, and completely Assume accountability for the consequences of our actions, intended and unintended Respect and use proper processes  Provide timely feedback to people Honor all commitments, large or small Take time to reflect on the consistency of what we say and do in relation to the Mission and Values of the college. Challenge behaviors that are inconsistent with Lane’s Mission and Values Communicate a clear sense of how stakeholders will be involved in decision-making. Honor the legal responsibilities of employees

Tell lies Twist facts "Pass the buck" Manipulate or filter information Withhold needed information Use the "underground" when our desires are not met in appropriate processes Tell or perpetuate rumors about people Ignore unprincipled behaviors Make deals with individuals when decisions should be made collectively

We believe in delegating and accepting appropriate accountability therefore:

We Do:

We Don’t:

Approach failure and mistakes as learning opportunities Use facts and data in a problem-solving environment Deliver and receive performance feedback in a respectful manner, focusing on development and improvement Take personal responsibility for supporting Lane’s Mission and Values Delegate and accept accountability along with responsibility Recognize that different forms of accountability are associated with different roles (individuals, teams, leaders, managers, supervisors, union officers, College officials) Judge performance on actions and results, not words Support and use established conflict resolution processes

Seek, first, to place blame for failure and mistakes on others as a substitute for solving problems Tolerate situations where people hesitate to talk to a manager for fear of retaliation Tolerate situations where people hesitate (as a manager) to talk to represented employees for fear of union intervention Use other peoples’ inaction as an excuse for our own inaction

We believe in providing excellent service to all constituents (students, co-workers, customers, clients) — therefore:

We Do:	We Don’t:
Seek input from our constituents on our service Involve constituents in the design of services for them Ensure that constituent needs are met Understand and strive to improve all dimensions of service quality Ensure that the people who do the work communicate directly with those whom they serve	Ignore input from constituents Create situations which put personal needs in conflict with those of constituents Structure layers of people between constituents’ and those who directly serve them

We believe in the value of creativity and innovation — therefore:

We Do:	We Don’t:
Encourage trying new things Celebrate successes and failures Devise methods to leverage discoveries across the campus (share learning) Provide time and resources for innovation Integrate successful experiments into the college, as appropriate Provide an adequate organizational framework for innovation Ensure that creative activities are focused on advancing the Mission of the College	Dogmatically insist on doing things the "old" way Censure people for experimenting Use innovation as an excuse to undermine or avoid complying with other values

We believe in the value of teams — therefore:

We Do:

We Don’t:

Create systems which foster change, involvement, and collaboration Set broad guidelines and allow teams to determine methods and goals Personally assume accountability for team processes and results Actively share expertise with team members Reward team performance Provide economic security for people whose jobs are combined with others in teams Trust that teams can deal with individual performance within the team Consider team processes to be the preferred method of managing work Ensure that teams participate in decisions about team structure, mission and membership

Micro-manage daily work Allow managers to make all important decisions Assign certain team members all the less desireable tasks Reward and encourage hoarding of expertise and resources, including information Use the formation of teams as an excuse to arbitrarily increase workload Second guess teams’ choice of methods and goals Withhold responsibilities from a team because of fears of poor individual performance