How do you explain resource decisions to staff and students?

Beyond the program’s goals and objectives, the framework for resource allocation ought to also consider the goals of the students and if decisions are made in alignment with advancing student growth. Most ideally, and rather utilitarian, resources should be allocated in a way in which the their use and outcome benefit as many stakeholders as possible. This is important in that it helps to build good faith with other stakeholders so that that there can be collaborative efforts in tackling resource allocation challenges. It also helps you, as a decision maker, generate buy in from even the most resistant of parties.

Be genuine and transparent with staff and students when it comes to decisions that impact their abilities to do their job and to learn. Share as much as you can that is appropriate and also share what your limits in terms of disseminating information is (due to confidentiality or legal boundaries). This honesty and transparency goes a long way and helps to reassure them that they aren’t just being kept in the dark for arbitrary reasons. If you seek to involve your students and staff and invite their feedback, then do so authentically because you actually want to hear what they have to say; don’t be performative—this will only strengthen distrust and disdain for you as a decision maker.

If you intend on using visual imagery to communicate your decision making process and/or factors that inform and led to said decision, make sure the information is presentable and digestible. Utilize key principles of effective data visualization (see: McCandless and Donna Wong) to ensure that your visuals effective communicate key/critical information and data; anything that does not inform is a distraction. In communication your decisions, also be conscious of the tone and diction. it can be challenging to convey empathy via words and so your choice of words and how they read will impact how your message (which is really the decision) is received: poorly, or well. You also should want to keep lines of communication open for feedback.

As you yield questions, concerns, dissent, and frustration from impacted stakeholders as a result of your decisions or decisions you supported, be aware of the power dynamics that exist between you and frustrated or concerned stakeholders. If they come to you with feedback or dissent that is not unwarranted, it’s probably not the best to pull rank or to dismiss the situation as is. Again, return to transparency and share with them the context within which you had to operate, the needs you have to balance, and the challenges you yourself experience in the decision making process. Share with them not only what you struggled with in your analyses and assessments of the situation but also what action plan you have in mind for next steps.