Okay, and the first question, how does your manager encourage you to share your innovative ideas.
Well one of the things I can think of is the question and answer sessions that we would have during meetings, you know, they'd ask if we had any questions if we had any concerns. Any feedback based on the topics that we were discussing.
Okay, and knowing that your role has changed since you been at the Department of Energy or corporate world, how would you encourage innovative ideas in your current role.
Well, sometimes people aren't comfortable providing information of their opinions but fear of them not being accepted. I like the idea and I always have a suggestion box. I believe that a lot of the best ideas are from the bottom. I like that idea. I like the open door policy, to let employees feel that my doors open or the managers doors open, any time for suggestions to improve the process.
And how did the organization show concern for your mental health,
how policies and procedures, making it clear that they were, if there was a concern, brought to them there would be no retaliation. I like the idea that there is no, there's no dumb question, there's no dumb suggestion. Everything would be looked at through human resources. If there was an area for improvement and I liked the idea that if it was a revenue generator, they would provide compensation for that as well.
Okay, next question. Can you describe a moment where you shared your concerns or ideas, you had with your management team and what was the outcome.
I can't remember one in particular, I can just remember that I felt comfortable sharing ideas, in general, and I never felt like they were minimized.
Has there ever been a time you experienced repercussions for expressing yourself, if so, what happened. No, I've never felt that there was real, retaliation for
me expressing my views. Maybe that was because they were all good ideas.
Okay, if you're in a remote position or held one.
Did you feel that way, but let me tell the truth about this. I do remember a time being in a meeting, where a manager asked me a question. And I felt like it was a setup. And I was used to make a valid point, there was no retaliation, it was just, I guess that.
Okay, so you were asked a question you felt like it was a setup like how did that end for you.
I felt like it, it did end in embarrassment, but, no, no further action was taken.
Okay, considering you worked remote positions before. Did you feel you're treated differently than other workers that were on site, if so, how
I didn't necessarily feel like I was treated differently. I felt like I had a higher expectation for myself. I felt like I had something to prove, and I had to always answer my phone. No matter what time it was if it was before working hours or after working hours I found that I was working more hours.
How often did you feel you spoke your mind, probably 90% of the time. And did. What do you think that you, Your organization had an open door policy. Yes. And how did your organization deal with difficult people.
The first thing that comes to my mind is that there was in our evaluation process where you if you were having difficulty producing, they would give you what was considered a warning, and then you'd go through a corrective action.
And all of this was required before dismissal if that was the route that they ended up taking
in case you're comfortable talking with your management about situations, who or what type of software, could you talk to software, about, in lieu of the manager, yeah it was there other options to talk about difficult situations, besides your manager.
No one knows I went straight to human resources. And that was the thing is, if, if the complaint was not resolved by your immediate manager. Then you have the option to go to human resources.
Did your organization have brainstorming sessions. And does everyone get to share their ideas. If there was
the job I had down in Albuquerque, New Mexico, that was the bulk of the job because we were creating a new program. And that's what we did was went into brainstorming sessions. And that was one of the,
one of the
rules up front, is we're looking for all ideas. Don't be afraid to express yourself, then we'll work through a process of elimination. How often did management check to see how you're doing mentally seldom. I guess the assumption was, if you have an issue, we'll bring it to them. My thing, my thought is that if they had policies and procedures in place, hopefully they will hire someone that would come forth that if they had a personal problem.
Do you think the organization needs to improve the morale, is that there, if so how
was trying to think of a time when. Oh, Hawaii. I don't remember a time when morale was low. I can remember the time like I had issues. And
I think I took that on as a personal vendetta for myself. So management was not involved. I didn't answer that question but you did the morale was good, and you had your own personal issues but sounds like. Unless you present it issues they were never addressed. That's right. Yeah, I had a situation where I had some issues with a particular person there. And looking back, I wish I had done some things differently. But that's hindsight. What are ways to organization good team building, that the organization the team building. Well, when I worked at the site as a minority, I worked in a lot of minority programs, mentorship programs, community development programs, and the relationships that I formed during those periods of times, I think those were individual team building exercises.
And when I say psychological safety. What does that mean to you, that you're the program
is protecting me not just from a physical last bit, but my mental health, well being, so that I have clear and positive thoughts towards the program that I'm involved with, and I feel safe to express my opinions. And I'm comfortable with any feedback. Did you think your organization took psychological safety. For the most part yes, giving your present role in what manner, have you established space to make sure that team members can feel like they have their psychological safety validated. From a manager standpoint or as a co worker. Let's go coworker. With him, involves me to take the time to listen to be non judgmental, to be open minded.
When you make a mistake on a team does a team member accuse you or hold it against you. If so, can you give an example.
I can't recall a time when I made a mistake but I can recall a time of feeling accused, whereas I was actually accused, and that was that situation with, Abner. I don't know what her issue was though, so it's difficult for me to address it. I was never formally accused of anything. She seems to have gotten over whatever was in her mind but to this day I don't know what it was.
Well, you kind of answered this, or do you or did you have members of your team that brought up tough situations
that I don't necessarily think she got up, tough situations I think there were tough, tough times, but I can't focus it on anything, I think what she thought was that maybe I was showing favoritism towards my family, but I didn't understand that because my family was her family. As far as wages was concerned, we were all paid equally and I felt like I was certainly putting more skin in the game than anybody so I felt like that was fair. So the only thing that I could see is, she thought I was giving preferential treatment to my side of the family, but how I don't know.
Do you feel people in your organization rejected others for being different.
No, I think that was an accident in our company. I'm thinking about leaving me right now. And as far as the site is concerned, probably, but it was so subtle, you couldn't put your finger on it. And that could have been good or bad, there were times when they need it. Think about working for the government, There are times when you need minorities, and that's not necessarily preferential treatment that's just targeting. But then there were times when there were jobs that may be some were not qualified for and they were waivers given. Whereas, if I might know it at one at that job, then they use the punch the ticket process whereas you know do you have a degree. Well, no, I don't know you don't qualify. But then somebody else can not have a degree, but they've joke blows uncle or something, and they make provisions for that. That was very subtle,
but So you felt the government had somewhat nepotism. That'd be the word,
and I don't think it was the government per se. Well, the government is the people right, but it's, but I nao had nepotism. I think the thing about that is once you get in the system and you know the system you're part of it, and you can work your way through it, you know.
So I know that that answers wishy washy but that's just the way it was. Gotcha.
At the site. Do you feel that employees like taking risk amongst their team.
Light taking risk, like were risks or actions of risk taken.
Like, would they ever work outside of their scope to try to do things better or anything like that without permission or is it just follow the directions and, yeah,
yeah, the thing about the site is. It's so it was so regimented, that the opportunity for that was sparse. I mean, there are rules and regulations for everything, there's red tape at the site. So it's it's not like the public where you know you can take this big risk and have a big payoff.
Do you feel that staff find it challenging to ask for assistance from others, amongst the team.
Somewhat. Because if you sometimes if you ask for assistance. Then, you were worried about being perceived as incompetent to do your own job, you know, but it depends on the situation, you know, or the depend on your environment.
Do employees act in a manner that undermine other members in office, not as a whole. I've never felt like. But once that that I've seen the situation where an employee was trying to undermine another deliberately
and do employee value other employees, skills and talents.
