DLU Working Culture

In one of our first meetings as a department, we collectively defined a set of scientific values and working culture priorities to guide our research. These are reviewed and updated regularly.

• We want the department to be a place where people are proud to work, bringing passion and creativity to topics and research questions every day.
   
• We believe in promoting the quality of research innovation over the quantity of output.
   
• We pride ourselves in respect for all and maintaining a scientific culture of honesty, openness, transparency, and academic rigour.
   
• We want to be reliable (timely arrival at meetings, notifying if we will be late or not present).
   
• We believe in professionalism and that we represent the department as a unit, together, both within the Institute and in other academic contexts (e.g. conferences). The department is only what we make it, think of it, and how we describe it to others.
   
• While impactful research is the product of our work, the department should primarily be a place for personal and professional growth as scientists.
   
• We acknowledge and respect differing individual goals, we help each other achieving those and collaborate where possible, but do not try to compare and compete with each other.
   
• While we are flexible and support work-life balance, we have core working events (Department meetings, reading groups, writing club) where people should be active and present.
   
• Similarly, we have core working hours (see Institute work agreement), as well as flexible and remote working hours. The latter must be defined by the working agreement and agreed upon with the supervisor following the official application process.
   
• During work hours, we are focused. Coffee breaks at 11 am, lunch in two groups (12:00-13:00 and 13:00-14:00) provide opportunities for socializing, scheduled meetings enable collaboration, and closed/open door systems balance focus with approachability.
   
• A ‘buddy system’ helps welcome new individuals and link them to more established members of the department. New members should meet with their supervisor or mentor within the first month to discuss individual goals, expectations, and opportunities for training and development.
   
• We also promote further social events (e.g. sustainability potlatch, end of year events, breakfast 1 day a month, coffee and cake, BBQs) to build community. The DLU Social Events Committee can be contacted for such event proposals.
   
• In the event of conflicts, we have a stepwise process:

1. Where appropriate, open communication of concerns with the involved parties is a desired step, with a third person of trust potentially acting as a mediator
2. Should this not help or not be possible, the Director (and/or senior scientists) should be informed
3. At any stage Institute contact points (e.g. EOO, Ombudsperson, PhD and postdoc representatives) should be contacted as appropriate (see intranet).
4. We take such issues seriously and concerns will always be handled in a trustful, transparent manner, with confidentiality ensured where requested.

• Training in leadership, conflict management, and a variety of other skills is available for all students, postdoctoral researchers, and senior scientists. Leadership courses are taken where appropriate.
   
• Importantly, all department members can always ask for more support with work, mentoring, and career development as we aim to foster leadership, growth, and dynamic need maintenance at all career stages. A list of Institute-wide training and mentoring opportunities can be found on the MPI-GEA intranet.
   
• It is an essential part of our work culture that administrative processes are adhered to and carefully implemented. We make sure to fulfill these processes responsibly and reliably.