In our journey to align UC San Diego Recreation’s goals with the university’s broader strategic plan, we planned an all-staff workshop as part of our initiative. While the original intent was to deliver a design thinking session focused on creating solutions for our problem statements, the workshop quickly became an invaluable learning opportunity about communication, inclusivity, and the importance of accessibility.
Lessons Learned: Bridging the Gap
As we began presenting the problem statements developed in previous workshops, we realized that the language we used—crafted by leadership and management—did not resonate with all staff members, particularly those in frontline roles and those whose primary language is not English. This gap highlighted an essential truth: communication must be inclusive at every level to ensure everyone feels empowered to contribute.
To address this fully, we paused, and had a candid conversation about this challenge within our team. Together, we rewrote the problem statements using straightforward language, and collaborated with our team members to translate them into Spanish. By doing so, we ensured that every team member, regardless of their role or background, could fully understand the challenges we aim to tackle and feel a part of the solutions we’re working toward.
Revised Problem Statements
Here are the revised and translated problem statements that emerged from this collaborative effort:
Problem Statement 1: How might we empower Recreation professional staff to co-create a positive and inclusive workplace culture that enhances employee satisfaction, fosters well-being, and aligns with our organizational values?
- Revised: How can we help Rec staff work together to make a happier and more welcoming workplace?
- Translation: ¿Cómo podemos ayudar al personal de Recreación a trabajar juntos para crear un lugar de trabajo más feliz y acogedor?
Problem Statement 2: How might we support Rec Leadership in identifying, evaluating, and implementing integrated systems that streamline processes, centralize data, and enhance operational efficiency?
- Revised: How can we help Rec leaders find and use better tools that make work easier and faster?
- Translation: ¿Cómo podemos ayudar a los líderes de Recreación a encontrar y usar mejores herramientas que hagan el trabajo más fácil y rápido?
Problem Statement 3: How might we enable Recreation to communicate its successes and needs effectively to boost internal pride, gain external recognition, and attract additional resources?
- Revised: How can we help Rec tell its stories so people feel proud, more people notice, and we get more help?
- Translation: ¿Cómo podemos ayudar a Recreación a contar sus historias para que las personas se sientan orgullosas, más personas lo noten, y recibamos más ayuda?
Problem Statement 4: How might we support Recreation Management and the Recreation Board in prioritizing program funding through data-driven analysis, aligning resources with needs, and developing a sustainable funding model that maximizes campus impact?
- Revised: How can we help Rec leaders use data to decide which programs need money the most and ensure funds last a long time?
- Translation: ¿Cómo podemos ayudar a los líderes de Recreación a usar datos para decidir qué programas necesitan más dinero y asegurarnos de que los fondos duren mucho tiempo?
Problem Statement 5: How might we empower Recreation professional staff to identify and prioritize available resources that enhance employee satisfaction and promote well-being?
- Revised: How can we help Rec staff find and use the best tools to make them happier at work?
- Translation: ¿Cómo podemos ayudar al personal de Recreación a encontrar y usar las mejores herramientas para que estén más felices en el trabajo?
Problem Statement 6: How might we empower undergraduate students to propose and advocate for a referendum that supports the development of new recreation community spaces and the expansion of programs to meet growing student demand and enhance the collegiate experience?
- Revised: How can we help students suggest and support a vote for new rec spaces and more programs?
- Translation: ¿Cómo podemos ayudar a los estudiantes a proponer y apoyar una votación para nuevos espacios de recreación y más programas?
This approach was applied to all problem statements, ensuring clarity and accessibility for all staff.
A Step Forward for DEI
This experience was more than an adjustment to our workshop—it was an opportunity to strengthen our commitment to Diversity, Equity, and Inclusion (DEI). By acknowledging and addressing communication barriers, we are fostering a more inclusive culture within the Recreation Department. Ensuring everyone can participate meaningfully is essential for building a team that reflects the values of our campus community.
Key Takeaways
This workshop became a turning point in understanding how inclusive communication supports organizational goals. Here are the lessons we learned:
- Inclusive Communication is Essential: Tailoring language to all levels of a team ensures understanding and engagement.
- Translation Builds Bridges: Offering materials in multiple languages is critical for inclusivity and participation.
- DEI is a Process: Real change begins with recognizing gaps and taking steps to address them.
Sharing Lessons Learned
This experience has taught us that effective communication and inclusivity are foundational to building a strong, collaborative team. We encourage other departments to:
- Use plain language that resonates across different roles and education levels.
- Consider translations to ensure everyone can participate.
- View challenges as opportunities to grow and improve DEI efforts.
Moving Forward
Armed with accessible and inclusive problem statements, we’re ready to move to the next phase of brainstorming and implementing solutions. By engaging all staff, we’re laying the foundation for a stronger, more unified Recreation Department.
Stay tuned as we continue to share our journey and the impact of inclusive design thinking on campus life!