This discussion has been going on for years, partly because the term "Code of Conduct" has become like the blindfolded men and the elephant. Everyone sees the term "Code of Conduct" through their own lens. In any given CoC discussion, inevitably someone will refer to language that is offensive to some but not to others, another member will tell a story of a physical assault at a gathering, someone in an online group will recount their experience being doxxed, and yet another will cite a local member who scares off newcomers. It's not possible to come to agreement on the wording of a Code of Conduct if we continue to focus on every situation, every degree of harm, every person, everywhere.
Do we need a Code of Conduct at all? My answer is "of course." In fact, we already have many of them that have been operating for quite some time.
The individuals that I work with in my professional life agree to follow the company's code of conduct when they sign their employment contracts. It includes similar guidelines for conduct that we have in our own American Mensa Actions Still in Effect:
The expectation of conduct in the above statements are vague. Members are not only unclear of what is unacceptable, they are unclear about whether the action they want to take about a certain behavior is appropriate for the action.
Since we essentially have a Code of Conduct in these various areas, it's important to shore these up so that proponents and opponents of such a code know what the expectation is, and what the consequences are if that expectation isn't met. We can agree or disagree on each individual clause, citing reasons that are appropriate to the section under discussion.
The important thing is that it be done with input from the membership, that it be done openly and with no surprises, that the guidelines and their consequences be spelled out clearly, and that there be an avenue for appeal. It should be as simple as possible, with a solid reason for each guideline. There should be a cadence for reevaluating the guidelines, with data driving decisions about the success of each particular section.
A Code of Conduct is not a silver bullet, nor is it a nail in the coffin of freedom. It's what is necessary to support a culture where our organization can thrive.
Do we need a Code of Conduct at all? My answer is "of course." In fact, we already have many of them that have been operating for quite some time.
- The AMC Handbook contains a two-page Principles of Conduct for AMC Officers, including ad hominem remarks and conflict resolution.
- The Editor Handbook has sections regarding standards for offensive material, acrimonious anonymous contributions, ad hominems, and attacks on Mensa.
- Many SIGs have standards for their online discussion groups and lists, and the SIG Coordinator has the ultimate authority to remove a member from that SIG.
- Many Regional Gatherings over the decades have printed their own behavioral expectations in their program booklet.
The individuals that I work with in my professional life agree to follow the company's code of conduct when they sign their employment contracts. It includes similar guidelines for conduct that we have in our own American Mensa Actions Still in Effect:
- It is the sense of the AMC that bigotry and prejudice are antithetical to the nature of American Mensa, Ltd.
- At any event, even official meetings, the host (or a member of the ExComm) may evict a member or guest for unacceptable behavior.
- Even at official functions a member may be evicted for specific unacceptable behavior.
The expectation of conduct in the above statements are vague. Members are not only unclear of what is unacceptable, they are unclear about whether the action they want to take about a certain behavior is appropriate for the action.
Since we essentially have a Code of Conduct in these various areas, it's important to shore these up so that proponents and opponents of such a code know what the expectation is, and what the consequences are if that expectation isn't met. We can agree or disagree on each individual clause, citing reasons that are appropriate to the section under discussion.
The important thing is that it be done with input from the membership, that it be done openly and with no surprises, that the guidelines and their consequences be spelled out clearly, and that there be an avenue for appeal. It should be as simple as possible, with a solid reason for each guideline. There should be a cadence for reevaluating the guidelines, with data driving decisions about the success of each particular section.
A Code of Conduct is not a silver bullet, nor is it a nail in the coffin of freedom. It's what is necessary to support a culture where our organization can thrive.
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