Faculty must be in alignment with the mission of the institution. The faculty member should familiarize themselves with the institutional mission before agreeing to a contract. Administration should be transparent as to the vision it has set for the institution. The faculty member shares the responsibility for carrying out the mission and achieving the goals set by leadership. Many faculty abuse this significant responsibility with radical ideas that are outside of good taste and professionalism. Employment as a faculty member is not a soap box to proselytize one's personal agendas without some understanding and agreement with the institution.

It is as simple as SOFT (Share, Openness, Freedom and Trust). "Shared" the governance structures to ensure faculty has a voice in decision-making processes, particularly those that affect curriculum, pedagogy, and research. Create "Openness" in forums where faculty and administration can voice concerns. Build "Trust" among faculty and administrators through collaboration. Develop clear and transparent policies on academic "FREEDOM" by involving faculty representatives in policy-making to ensure their insights are considered.

Develop shared understanding: ensure both sides agree on what academic freedom means ( clarity of definition), including its scope and limitations .

Para fomentar la colaboración en cualquier entorno educativo, la clave es trabajar desde una perspectiva participativa y dialógica. Fomentar una participación real de todos y todas. Más allá de los foros, sería importante pensar las metas institucionales en conjunto. Generar dispositivos de diálogo que permitan que las voces de los distintos actores puedan ser escuchadas y tenidas en cuenta, incluso la de los y las estudiantes. De esta manera se promovería un sentido de pertenencia que provocaría que las decisiones, si se toman democraticamente, sean respetadas.

Greater transparency, team building and dialogue, joint committees etc. all work great on paper but not on ground! Firstly, we need to recognize the difference between an institution and a corporate office. The primary goal of an educational institution is to improve the quality of learning. Every staff member [from an accountant to a security guard, from a janitor to a provost] should describe how their daily tasks improve quality of learning. In other words, quality of learning should be the key performance indicator for everyone. In the absence of that each office and hence official, describes their role differently resulting in an institution working like an organization.