Uncertainty affects more than just work
When news of budget cuts circulates, a lot gets stirred up within education teams. According to Ester, uncertainty affects people not only professionally, but also on a personal level: "It's not just about jobs. It's also about who gets to keep teaching which course, about gaps that fall in the education on offer, and about colleagues you might have to miss. That affects your work, but also your sense of security." The impact on well-being and interpersonal relationships is significant. Fear and speculation can lead to social distance, competition and withdrawal behaviour. 'People start protecting themselves and there is a risk that people may tend to go for their own gain."
Leadership can make a difference in this context. Ester stresses the importance of transparency and clear communication: "One of our managers shared almost immediately what the decision-making process around the scrapping of courses was going to look like, we were invited to give our opinions and given clear arguments for the choices made. As a result, no conflict arose in the team. We didn't have to fight it out among ourselves."
What absolutely must be avoided, according to her, is colleagues getting into uncertainty about possible personal consequences through rumours or unclear procedures "That undermines the sense of security within a team. People need to be informed promptly, carefully and directly. Only then can you deal with setbacks as a team."
Teamwork under pressure: the importance of collective solidarity
Uncertainty exposes interrelationships. Will it be “every man for himself” or “getting through it together”? Ester cites literature on the so-called dictator game, in which people make choices about justice under pressure. "The question is: are we willing to remain in solidarity even when we ourselves are affected? Or do we seize the moment to strengthen our own position?" She warns against the emergence of ‘us-side’ thinking within teams, for example between job groups or educational layers. Especially people in relatively strong positions, she says, have a moral responsibility to stand up for colleagues with less security. ‘If you are secure, you should not be too quick to accept that others are at a shorter end,’ she says.
Professional integrity: dealing with personal pressure
What if you find that your own insecurity affects your view of colleagues? Ester advocates recognising the human aspect: "We are not machines. We feel threatened, we make judgements, sometimes unconsciously. But then it is all the more important to be open to each other." Collegiality starts with individual commitment, but should not end there. It has to be organised: by the team, and with support from managers who ensure that people do not have to lobby or fight for their places. ‘Don't let it depend on who shouts the loudest or knows how to negotiate best,’ he says.
When mutual cooperation is under pressure, sometimes you can do something yourself. You can discuss within the team how to reach fair decisions together. "Keep an eye on how colleagues are doing and if tensions arise. Make it discussable before it gets stuck."
Managers also have a responsibility here. They ensure space and safety within their team. "If you do it right, retrenchment takes time and effort. You have to enable participation and participation, keep an eye on how colleagues are doing, keep talking to people, the process has to be in order. We must therefore also give managers the space to devote time to this, if it all has to be done in between, it does become very difficult."
Three concrete advices from Ester Scherps
- Embed solidarity in your team culture: Don't see collegiality as an individual virtue, but as something you organise together. Especially if you are in a position of influence.
- Be transparent and honest about decision-making: Make sure colleagues understand how decisions are made and who is affected, and involve them in time.
- Keep an eye out for vulnerable colleagues: Power is unequally distributed. This is precisely why it is crucial to actively guard against fair treatment and equal opportunities.
In conclusion: '‘ Stand up’
Ester concludes the talk with an appeal to all colleagues in education: "Stand up for yourself and your colleagues. We need to make visible what we stand for: equity, cooperation and good teaching. If you think you are safe, you are not ready yet. Take action for and with each other."