Our code of conduct is a set of rules outlining the rules and responsibilities of, or proper practices for, an individual, party or organization
Bulwark is dedicated to providing a harassment-free working environment for all, regardless of gender, sexual orientation, disability, physical appearance, body size, race, or religion. We do not tolerate harassment of any form. All communication should be appropriate for a professional audience including people of many different backgrounds.
Sexual language and imagery is not appropriate for any communication and/or talks. Be kind and do not insult or put down others. Behave professionally. Remember that harassment and sexist, racist, or exclusionary jokes are not appropriate for Bulwark. Staff violating these rules should be reported to an appropriate manager.
These are the values to which people in the Bulwark community should aspire:
- Be friendly and welcoming
- Be patient
- Remember that people have varying communication styles and that not everyone is using their native language. (Meaning and tone can be lost in translation.)
- Be thoughtful
- Productive communication requires effort. Think about how your words will be interpreted.
- Remember that sometimes it is best to refrain entirely from commenting.
- Be respectful
- In particular, respect differences of opinion.
- Be charitable
- Interpret the arguments of others in good faith, do not seek to disagree.
- When we do disagree, try to understand why.
- Avoid destructive behavior:
- Derailing: stay on topic; if you want to talk about something else, start a new conversation.
- Un-constructive criticism: don’t merely decry the current state of affairs; offer—or at least solicit—suggestions as to how things may be improved.
- Discussing potentially offensive or sensitive issues; this all too often leads to unnecessary conflict.
- Brief and commonplace verbal, behavioral and environmental indignities that communicate hostile, derogatory or negative slights and insults to a person or group.
People are complicated. You should expect to be misunderstood and to misunderstand others; when this inevitably occurs, resist the urge to be defensive or assign blame. Try not to take offense where no offense was intended. Give people the benefit of the doubt. Even if the intent was to provoke, do not rise to it. It is the responsibility of all parties to de-escalate conflict when it arises.
Incidents that violate the Code of Conduct are extremely damaging to Bulwark, and they will not be tolerated. The silver lining is that, in many cases, these incidents present a chance for the offenders, and the teams at large, to grow, learn, and become better.
The following should be handled by a manager who has been informed of the incident
Try to get as much of the incident in written form. The important information to gather include the following:
- Name and team of the participant doing the harassing
- The location in which the incident occurred
- The behavior that was in violation
- The approximate time of the behavior
- The circumstances surrounding the incident
- Other people involved in the incident
Depending on the severity/details of the incident, please follow these guidelines:
- If there is any credible threat to staff, summon the appropriate law enforcement agency
- Offer the offended party a private place to discuss the topic
- Ask them “how can I help?”
There are also some guidelines as to what not to do as an initial response:
- Do not overtly invite them to withdraw the complaint or mention that withdrawal is OK. This suggests that you want them to do so, and is therefore coercive. “If you’re OK with pursuing the complaint” suggests that you are by default pursuing it and is not coercive.
- Do not ask for their advice on how to deal with the complaint. This is a staff responsibility.
- Do not offer them input into penalties. This is the staff’s responsibility.
The manager who is handling the reported offense should find out the following:
- What happened?
- Are we doing anything about it?
- Who is doing those things?
- When are they doing them?
After the above has been identified and discussed, have an appropriate manager communicate with the alleged offender. Make sure to inform them of what has been reported about them.
Allow the alleged offender to give their side of the story. After this point, if the report stands, let the alleged offender know what actions will be taken against them.
Some things for the staff to consider when dealing with proven Code of Conduct offenders:
- Warning the offender to cease their behavior and that any further reports will result in further punishment
- Requiring that the offender avoid any interaction with the offended party until a resolution or course of action has been decided upon
- Requiring that the offender not volunteer for future events your organization runs (either indefinitely or for a certain time period)
- Depending on the severity/details of the incident, removing a offender from membership of relevant Bulwark organizations
Give accused staff members a place to appeal to if there is one, but in the meantime the report stands. Keep in mind that it is not a good idea to encourage an apology from the offender.
It is very important how we deal with the incident publicly. Our policy is to make sure that everyone aware of the initial incident is also made aware that it is not according to policy and that official action has been taken – while still respecting the privacy of individual staff members. When speaking to individuals (those who are aware of the incident, but were not involved with the incident) about the incident it is a good idea to keep the details out.
Depending on the incident, the head of responsible department, or designate, may decide to make one or more public announcements. If necessary, this will be done with a short announcement either during the plenary and/or through other channels. No one other than the head of responsible department or someone delegated authority from them should make any announcements. No personal information about either party will be disclosed as part of this process.