Culture of Feedback
In 2018, Portland Mental Health & Wellness began implementing Feedback Informed Treatment utilizing the ACORN outcome measure. 每位患者在预约登记时都被邀请填写这张表格，以便向他们的医生提供有关情况的额外反馈. 凯发网站正在努力实施这一框架，以支持临床工作.
However, Feedback Informed Treatment 是凯发网站拥有并继续实施的更广泛理念的一部分吗 Culture of Feedback. Everyone in the organization, from top to bottom, left to right, is invited and supported to give feedback, ask for feedback, and receive feedback. We believe firmly that the insights, 每个人的观察和想法对于一个凯发网站的组织是必不可少的. What’s more, 营造一种环境，让每个人都相信他们的反馈会被真诚地接收，这对一个凯发网站的组织来说也是必不可少的.
We are human, so we expect that not every instance of giving or receiving feedback, especially critical feedback will go smoothly; we can feel criticized, rejected, or dismissed. Our commitment is to remain in dialogue, no matter the initial response, trusting that if there is feedback to receive, it is important, meaningful, and worth considering and potentially integrating.
We would be remiss to not mention positive feedback and praise; also an integral part of a culture of feedback. Simply being noticed, a thank you, a gentle smile, can make all the difference in the world, especially when times are difficult.
凯发网站相信，这种理念创造了一个鼓励凯发网站每个人寻找学习机会的环境, change, adapt and grow. 不可避免地，这种文化规范将对凯发网站对待病人的工作产生积极影响.
Radical Candor
Kim Scott’s Radical Candor model supports our Culture of Feedback. 凯发网站努力在内部管理实践中运用激进坦率模式. 该模型命名并定义了工作组织中四种可能的态度和行为.
- Care Personally but Remain Silent: 我关心你，所以我不想把事情搞砸告诉你你可以做得更好或者我不喜欢的事，或者 Ruinous Empathy
- Lack Care and Remain Silent: 我不关心你，以至于我根本不愿意给你任何反馈 Manipulative Insincerity
- Lack Care and Challenge Directly: 我不在乎你我要让你知道我要欺负你或者 Obnoxious Aggression
- Care Personally and Challenge Directly: 我关心你，我想诚实直接地告诉你你能做得更好的地方或者我和你有多纠结 Radical Candor
At Portland Mental Health & Wellness, 当临床主任与医生进行季度回顾时, 临床主任首先从医生那里征求坦率的反馈. 这不可避免地导致了一个重要的对话，即什么对从业者有效，什么对从业者无效. 这第一步为临床主任对医生的重要反馈打开了大门. 凯发网站将利用这个模型来强调凯发网站何时走上了正确的轨道, not just when correction is needed. And this model, congruent with the Culture of Feedback, applies to everyone in the organization, from top to bottom, left and right.
Brave Space
No matter how much a company culture supports feedback and candor, it is still a risk to offer direct feedback. 克服恐惧需要个人的意愿，这是一种勇敢的行为.
“对于那些最被边缘化的人来说，没有所谓的安全空间. And too often, we confuse a safe space with a comfortable space. 学会面对彼此的真相意味着凯发网站必须学会忍受不适.” (thepeoplessupper.org).
制度性权力结构的存在可以对个人和团体是否感到自由或不自由产生重大影响 all of who they are. When we welcome new employees and trainees to Portland Mental Health & Wellness, 凯发网站讨论了带着勇气进入一个空间意味着什么，知道没有人能真正代表你让这个空间安全.
Diversity, Equity, Access & Inclusion Including Anti-Racist Practice
在凯发网站，凯发网站致力于挑战和消除公司内部的白人至上文化. 凯发网站积极参与调查，提高人们对白人至上主义和其他压迫制度在各种情况下造成的破坏性影响的认识，坚决承担责任, including our own. We recognize that this is an ongoing process, and we commit to continuously improving our efforts in DEAI (Diversity, Equity, Accessibility, and Inclusion).
凯发网站很自豪能够创造一个热情和肯定的环境，充分支持来自不同背景和核心身份的个人. We embrace people of all races, ethnicities, classes, ages, genders, abilities, national origins, immigration statuses, and sexual orientations. 凯发网站坚信，多样性不仅是一个概念，而且是丰富凯发网站组织的现实. Equity is a conscious choice we make, ensuring that everyone has fair access to opportunities and resources. 包容是凯发网站积极参与的实践，培养所有人的归属感.
Through these commitments, 凯发网站的目标是培养一种拒绝白人至上原则的职场文化，促进一个更加公正和公平的社会. 凯发网站认识到，这项工作正在进行中，永远有成长和改进的空间.
As a company founded on and in a primarily white cultural background, we are committed to deconstructing institutional racism, white supremacy, and associated constructs. We are doing this currently by:
- 为波特兰心理凯发网站中心的所有员工提供广泛的在线学习和反思资源 & Wellness.
- Offering bi-weekly BIPOC Employee Meetings that are compensated
- 提供两周一次的白人身份发展小组，不直接补偿
- Engaging in Bi-Monthly Managers & 董事DEAI会议的重点是学习、反思和发展. This meeting is intentionally not focused on action or policy-making.
- Hiring qualified BIPOC administrative and clinical employees.
- 聘请能够专门支持凯发网站临床工作人员解决种族主义问题的培训师, marginalization, and white identity development in clinical work.
- Evaluating and transforming the structure of the company, management, 会议结构，这些可能会支持对多样性的持续追求, equity, access and inclusion.
Organizational & Individual Humility
The willingness to: accept as an organization we will get it wrong, to embody curiosity, to acknowledge when hurt has been caused, and to seek to listen and learn.
