Good Work
October 2024

Virtues and Values: Cultural Change in the Texas Tech System

Samantha Deane

Something unprecedented is underway within the five universities that make up the Texas Tech University System. While many universities look to infuse character education into their curriculum, Texas Tech is focusing on the adults it employs. The gamble is that investing in culture change by putting its people first will affect institutional change. And it’s paying off.

Drawing inspiration from the book Built on Values, in 2018, the first Values Summit took place at the Texas Tech University Health Sciences Center led by Chief People Officer Steve Sosland and then President (and current Chancellor) Tedd L. Mitchell M.D.. Faculty and Staff from across the Health Sciences Center participated. As a result of the process, the Health Sciences Center articulated the following five values as central to its culture: one team, kindhearted, integrity, visionary, and beyond service. A clear success– that first Values Summit suggested character-based culture change was possible. Thus, in 2019, the Texas Tech University System established the Office of Leader and Culture Development in order to help organizations within all five of their universities, some 20,000 faculty and staff, establish a values-based culture. 

So what does creating a values culture look like at Texas Tech? As you might expect, it’s a vigorous undertaking, and the first step in helping a department, administrative unit, or campus make character central is to hold its own Values Summit. 

“At the Values Summit, which is about a day and a half, our goal is to help the group identify five values that are integral to the community,” said Scott Parsons, Assistant Vice Chancellor for Character and Ethics Development for the Texas Tech University System “Then we help them think about behaviors that illustrate those values. What does it mean to be kind? What does it mean to be empathic?”

Once the department or group has defined its values and identified supporting behaviors, a graphic designer creates a visual representation of the values, which becomes a one-page flier that can be further refined via town hall meetings and focus groups. The process is intentionally protracted. Though the summit generates conversation about which values are central to an office or school, it is important that each group has time to gather feedback and further reflect on their selections in the context of that organization.  

“Six months to a year following the summit, we facilitate strategic planning sessions focused on infusing the community’s values into their guiding document such as the vision and mission statements,” Parsons said. “The process gives each group time to live according to their values. Thus, when they come to the table to encode these values into their guiding documents, they’ve had the chance to refine the values and behaviors within the context of their organization.” 

But if each unit on a campus does this process on its own, one might wonder if the overall culture in the Texas Tech system will be coherent. What happens when the School of Financial Planning selects values that are not expressly articulated by the TTU System? 

“What we are calling values, these are things folks in the character education community call virtues. The values we help each group articulate are rooted in community and related to flourishing. These are things like compassion, kindness, integrity, and the 24 items in the VIA,” Parsons said. “It helps to remember that the concepts and behaviors each group identifies are virtues, and in this way, if a group selects compassion, compassion doesn’t go against community or integrity. Virtues are mutually beneficial. So as long as each group understands that the core values are a part of the context of their work and support the values selected by the organization’s parent organization, there is no conflict when the group selects two, three, or four more values.”  

In addition to helping groups as diverse as the TTU’s School of Financial Planning, School of Veterinary Medicine, or Student Life identify and integrate their values into their mission, the Office of Leadership and Culture Development is looking to the future as they further connect character to leadership development. Some of this work is already underway. When Scott Parsons, who is also the author of Ethics and the Good Soldier, joined the team in 2023, after 24 years in military service and earning a PhD in Aristotelian Virtues Ethics, a focus on character became central. Parsons teaches two programs that focus on leader and character development. One is for faculty and staff and the other is for students in their junior year at Angelo State University. He also leads a “How-to Series of Character” that helps teams or departments lead with character. 

“I don’t use powerpoints. It’s discussion-based,” Parsons said.” My most recent one was called ‘Civility,’ – something that is particularly needed at this moment.”

What’s next for the Office of Leader and Culture Development? In the coming years, they hope to secure funding that will enable the office to help all of the groups on each university campus infuse character and leadership into their practice. 

“My hope is that we will get character infused into all areas of the five universities,” Parsons said. “The dream is to see what happens when all of the individuals on our campus are united in their attempt to put character at the center of their pursuits.”