Sciencenter
A Summary of Organizational Culture
On Staff and Volunteers:
We are passionate about exciting the curiosity of young minds.
We are always looking for ways to innovate – operationally as well as
educationally.
We are proud to be part of a leading organization—both in our own community
and in the museum field as a player at the national level.
We enjoy working with our colleagues.
On Making Decisions
We use a set of guidelines to help us make the best and fastest decisions possible.
No. 1: “Who else should be involved in this decision?”
A few data points go a long way, and meetings are more efficient when
participants come prepared with information.
It’s OK to say “no” once in a while. Don’t feel you have to undertake
something just because you can, especially if you are maxed out already.
On Communication:
Thoughtful and timely communication is the key to successful staff interactions.
Always be thinking: “who might need to know?” when starting something
new or making a big decision – don’t just plow through without getting the
right people on board.
Make it your personal goal to enhance communication among people.
We expect you to share relevant information - in a timely manner - to
other people who may need to know.
If you have a difficult question from the public, refer the person or
question to an appropriate staff member.
On Staff Working Interactions
The Sciencenter was built on relationships.
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Our success is based on how we grow lasting relationships among staff,
volunteers, donors, members, our visitors, and members of the
community.
We want our interactions with others to reflect respect and caring.
On Teamwork and Leadership
Everyone at the Sciencenter plays an important part in the organization’s success.
Lead by example.
Offer to help before it is requested.
Recognize that there is a time to lead, a time to step aside and let others
shine, and a time to celebrate success.
On Customer Service
We don’t strive for good customer service – we strive for fabulous customer
service!
Customer service “starts at home” – How can you provide awesome
service to your co-workers?
Customer service is an essential part of providing our visitors with an
unforgettable experience.
Providing legendary customer service is everybody’s job.
On Learning and Taking Risks
We want to be open to learning new things.
We want all staff to seek opportunities for additional training.
It is a sign of strength, not weakness, to ask for help when you don’t know
something (rather than guessing what’s right or wasting time reinventing
something that is already known by others around you).
If you see an opportunity to improve something, take a risk and try it.
On Planning
Planning is key to the Sciencenter’s success.
Plans serve as communications tools and provide the framework for
decision-making.
We can’t plan for everything - opportunities come to us constantly.
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Sometimes we alter a plan to pursue a new opportunity. Sometimes our
plan provides a basis for saying “no” to requests.
On Sharing Best Practices
We value collaboration and try to “share out” what works well for us when it
might help other organizations.
We share best practices in management, policies, programs, and planning
through collaborations, conferences, publications and personal
communications.
Sometimes we demonstrate “best practices” by NOT sharing information;
for example, donor and member information and some types of personnel
information require strict confidentiality, and we have a policy against
sharing such information with other organizations.
On Workflow
We recognize that time is often our scarcest resource.
The Sciencenter is a fast-moving organization, and many staff members
are involved in multiple projects.
We try to be sensitive to others’ time constraints - when someone is
tracked on a deadline, offer understanding and a helping hand, if you can.
On Working Hours
The Sciencenter is a flexible workplace.
Unless you have a meeting or other scheduled obligations (e.g., Guest
Relations & Operations), when you work is up to you.
On Interruptions
When dropping by someone’s office, ask if it is an OK time to interrupt:
If it’s not urgent: consider using e-mail or call to request a time to
discuss an issue.
If it is urgent: call or drop in to request a time to discuss an issue, or
alert someone that you have just sent an important e-mail that
needs their eyes.
When interrupted, if you don’t have time to talk, tell the person you can’t
talk right now.
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It’s OK for urgent things to come up and need discussion, but resist having
everything that needs another person’s attention be urgent.
On Volunteers
Our volunteers are very special at the Sciencenter. They form an integral part of
our team, enabling us to greatly increase our impact. Volunteers expand our
programs, exhibits, operations, advancement, and overall service to our visitors.
Volunteers helped to get us to where we are. It’s important that we
remember our roots and where we came from. Treat all volunteers with
dignity, respect, and appreciation.
There are many types of volunteers – from board members to floor staff.
We try to offer our volunteers a personalized experience that meets their
needs and ours.
On Credit and Recognition
“We are capable of amazing things if we don’t care who gets the credit.”
Be generous and timely with crediting others for their good work.
Stop to celebrate successes.
Remember that you gain more appreciation by crediting others.
Try to recognize individuals in ways that are most meaningful to them.
On Resolving Conflicts
Start by giving people the benefit of the doubt.
We are all working hard, with the best interest of the Sciencenter and our
audience at heart.
Ask for clarification first, before judging (or trashing) a person, idea or
decision.
If you have a complaint, it usually best to connect directly with the person
involved first, before you go to others to discuss and publicly process a
problem.
Try not to let things smolder or fester, and try not to involve others
unnecessarily.
Avoid being defensive.
Try for a team-generated solution that everyone can live with.
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The museum director and/or your manager are always willing to help
negotiate conflicts with others, act as a sounding board, or intervene if
necessary.
On Meetings
Always bring your calendar to meetings.
We hold regular staff meetings:
a. Weekly coordination meetings for directors
b. Regular department meetings (typically weekly)
c. Regular one-on-one meetings between staff and their
manager
d. Monthly all-staff meetings (first Tuesday of every month)
e. Project team meetings as needed
f. Periodic board committee meetings
g. Periodic staff-volunteer lunches and happy hours
When attending a meeting, send agenda items to the meeting coordinator
ahead of time and bring any materials that need review (or send in
advance).
Cross-departmental meetings are the venue to discuss projects and ideas
that impact people across the organization (don’t just bring your personal
“to do” list to share).
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