Our Shared Values

The fa?ade of the glass hall.

does not take initiative

does not try to find solutions
does not act independently
not willing to make any decisions
shifts decision-making onto others
in need of a high level of support
strictly adheres to rules and procedures

actively tries to find solutions
acts independently
makes decisions within their own area of responsibility and scope of discretion

headstrong

does their own thing
selfish
ignores rules and procedures
lacks team spirit

self-centered

does not listen to others’ opinions
withholds information
does not involve others in their actions
regularly puts their own interests/needs above the needs of others
unwilling to help others
does not value the team’s competence

creates a sense of community
shares information
is capable of changing perspectives
able to deal with conflict
fosters joint decision-making
takes different needs and perspectives into account
aims for a collective result
offers support when needed

self-sacrificing

regularly put others’ needs and desires before their own
always concedes for the benefit of others
always comes to the rescue
no willingness or ability to defend their own position
does not look after themselves

unfair

decides arbitrarily based on personal preferences
favors or discriminates individuals beyond objective reasons
does not critically examine their own attitudes and prejudices

acts and decides in a reasonable and transparent way
takes different interests into account
does not favor or discriminate against anyone
takes different backgrounds and individual circumstances into account
is aware of the different requirements and needs of colleagues
educates themselves on the topics of discrimination and diversity

uses one-size-fits-all solution

treats everyone the same without taking individual circumstances and abilities into account
tries to please everyone all the time

unreliable

does not follow rules and agreements
forgets appointments and deadlines
dishonest
does not provide information at all, provides it too late, or insufficiently
does not commit
makes empty promises
spreads rumors

honors commitments and follows through on promises
trustworthy
honest
on time
communicates clearly and transparently
communicates changes proactively and in a timely manner and explains reasons for changes
follows through
respects confidentiality
loyal towards colleagues, senior staff, and the institution

stubborn and rigid

adheres to outdated agreements, although a new situation calls for a change (“It’s always been like this.”)
always puts rules before anything
lectures others without being asked
is excessively pedantic

ignorant

sees the overload of others, but does not help, although they could
unresponsive
dismisses any requests for support
offloads tasks onto others

cooperative
helpful
actively encourages others
recognizes the needs of others
is available in times of crisis
coordinates offers of support with all parties involved
service-oriented towards employees, students, and external parties

overbearing

takes on tasks from others without being asked
gives unsolicited advice
is a know-it-all
provides help without being asked
boasts about own helpfulness
oversteps boundaries

destructive

focuses on problems and things that don't work
holds up processes and decisions
is opposed to innovations or changes
does not take responsibility for finding solutions
not open to discussion
sarcastic
passive-aggressive behavior
complains without wanting to change anything

constructive
focuses on solutions and goals
recognizes opportunities and alternatives
actively participates in problem-solving processes and involves others
communicates and explains proposed solutions
is willing to compromise
stays on task when things get difficult
seeks practical solutions that don’t have to be perfect
promotes a safe-to-fail culture

perfectionistic

believes they always know the best solution
is never satisfied with a compromise
only accepts perfect solutions
obsessed with details
has no tolerance for errors
burdens others with a constant search for solutions, even for processes that are running well
loses sight of a healthy balance between time invested and results

overly confident

fails to recognize and correct own mistakes
is unaware of own limitations
is not open to further training or new ideas
knows everything better
unwilling to accept feedback

questions and analyzes their own thoughts and actions
knows their own limitations
seeks counseling and support when needed
continues to educate themselves
admits making mistakes
seeks and provides feedback

self-doubting

trapped in doubts
insecure and intimidated
inefficient
not making progress
constantly in need of reassurance
overly analytical

devaluing

inattentive
belittling
disrespectful
insulting
violates needs of others
does not recognize individual circumstances, abilities, and the work of others
no sense of need for communication and cooperation
crosses personal boundaries

respectful
attentive
takes time
sympathetic
encouraging
acknowledges commitment and success
recognizes the strengths of other people/teams
acknowledges limitations and communicates these
is interested in personal and professional development
enables others to contribute their skills
values people’s individual strengths

harmony-seeking

struggles to talk openly in order to avoid conflict
inhibits personal and professional growth by avoiding any kind of confrontation
rejection avoidance
arbitrary, generalized feedback
harmony seeking at the expense of objectivity

disloyal

makes a name for themselves at the expense of their employees
speaks badly about colleagues, the institution, or supervisors
regularly ignores wishes and needs
discloses confidential information
sabotages

provides support and backing
makes decisions that take employees’ wishes and interests into account
steps in to protect employees when mistakes are made
maintains confidentiality
creates transparency about their own role
and possible conflicts of loyalty
identifies with the institution
honors the role of the University Executive Board

overly loyal

unconditionally defends their own employees
uncritical, even in the case of serious misconduct
covers up mistakes or problems
does not take employees' responsibilities seriously
blindly loyal to the institution or University Executive Board

neglecting

does not provide structures and work processes
does not communicate goals
assumes that everything is self-explanatory
is unpredictable in decision-making and work evaluation
unresponsive
does not reply to specific requests
does not catch up on information

communicates goals
embodies values
sets the contextual and structural framework
provides reassurance
facilitates good work (on an individual and structural level)
encourages and empowers employees to act independently and to take initiative within their own area of responsibility

disempowering

details every step of the way and micromanages
allows no room for suggestions or alternatives
does not listen to or ask employees for their input
enforces solutions without communicating

unclear

does not pass on necessary information
does not communicate at all or not sufficiently
does not explain decisions
keeps information to themselves
employees lack information

acts in a understandable and reliable manner
explains decisions
passes on relevant information as soon as possible
ensures that tasks and roles are clearly defined
communicates decisions and relevant information appropriately
communicates directly
clearly communicates goals and expectations

oversharing

does not filter information
provides others with overly detailed information
passes on confidential information
does not comply with data protection guidelines

Updated by: Alexandra Baumk?tter