This Code of Conduct aims to create an environment that fosters respect, constructive criticism, growth, unity, and struggle, guided by the principles of dialectical materialism. By adhering to these principles, we can work together effectively and move closer to our ultimate goal of working-class liberation.
ARTICLE I: MUTUAL RESPECT, SOLIDARITY, AND COMMUNICATION
SECTION 1: RESPECT AND DIGNITY
Treat everyone with respect and dignity, regardless of their background, race, gender, age, sexual orientation, disability, or religion.
SECTION 2: CULTURE OF SOLIDARITY
Maintain a culture of solidarity, supporting each other in times of need and standing united against all forms of oppression.
SECTION 3: OPEN AND HONEST COMMUNICATION
Promote open and honest communication by actively listening to others, and ensuring everyone has the opportunity to express their thoughts and opinions.
ARTICLE II: DIALECTICAL MATERIALISM AND DECISION-MAKING
SECTION 1: MATERIALISM OVER IDEALISM
Adopt a materialist perspective that recognizes our consciousness is decisively shaped by the experiences we have in the course of living and working in order to survive. This perspective refutes the idealist notion that our attitudes and behaviors are not inherent, mysterious, or beyond our control.
SECTION 2: DIALECTICS
Embrace the principles of dialectics, which include continuous change and development, the role of contradictions in causing change, the non-linear nature of change, and the interconnectedness of everything. This approach holds that change comes from the contradictions between the different ideas we hold within ourselves and the material reality we confront. We can foster change within ourselves and others by recognizing our contradictory impulses, isolating the internal and external negative causes while fostering the positive ones.
SECTION 3: INTEGRATING DIALECTICAL MATERIALISM INTO DECISION-MAKING
Apply dialectic materialism to our decision-making processes, focusing on problem-solving, welcoming challenges as opportunities for growth, and working together to move the organization forward. This method encourages active involvement in our growth, aligning our actions with the real world, and approaching differences with a constructive attitude.
ARTICLE III: CONSTRUCTIVE CRITICISM
SECTION 1: INTENTION AND APPROACH TO GIVING CRITICISM
Before giving criticism, assess your intentions, ensuring they are focused on protection, education, and fostering understanding rather than punishment or coercion. Commit to persuasive communication through clear, convincing arguments, explaining how your criticism is meant to benefit your comrades and the organization overall.
SECTION 2: GIVING CRITICISM EFFECTIVELY
When offering criticism, focus on concrete observations to promote dialectical thinking. Clarify the subjective aspect of criticism by describing your own feelings, so you can take responsibility for your own end of the contradiction, and avoid laying blame entirely on others.
Clearly express what you want the other person to do differently, specify concretely what you want them to do or say, rather than what you want them to be or feel, and stress what you want, rather than just expressing what you do not want.
Emphasize the political motivation and purpose behind the criticism; encourage change based on education, internal commitment, and shared understanding.
SECTION 3: RECEIVING CRITICISM EFFECTIVELY
When appropriate, rephrase the criticism received, and facilitate open and effective communication. Unless criticism is accurately received and understood, the process of communication is not complete.
Empathize and show comrades you are open to their criticism. Hold your response long enough to make sure you have understood their intention and to prevent defensive reactions.
Refrain from avoiding conflict. A defensive stance teaches comrades that criticism is dangerous and should be avoided, which prevents growth and learning. It is crucial to guard the interests of the collective above personal and individual interests.
ARTICLE IV: FOSTERING A CULTURE OF DEMOCRACY
SECTION 1: PARTICIPATORY CULTURE
Encourage a participatory culture of questioning, critique, and debate, where members are empowered to engage in decision-making processes.
SECTION 2: WELCOMING OPPOSITION
Welcome opposition in practice, fostering respectful and frank discussions that build collective capacity for decision-making.
SECTION 3: GOALS AND ACCOUNTABILITY
Establish measurable goals and standards for accountability, ensuring that decision-making authority remains transparent and responsive to the General Body.
ARTICLE V: DEVELOPING LEADERSHIP AND DECISION-MAKING CAPACITY
SECTION 1: UTILIZING SYSTEMS
Utilize systems such as the Membership Pipeline and educational initiatives to develop members’ leadership skills and understanding of the organization’s goals and strategies.
SECTION 2: PARTICIPATORY WORK
Ensure that organizational work is highly participatory, with a focus on engaging as many members as possible in the decision-making process.
SECTION 3: DELEGATING AUTHORITY
Delegate decision-making authority as needed, while maintaining transparency and clear criteria for evaluation.
SECTION 4: LEADERSHIP CAPACITY DEVELOPMENT
Spread knowledge through engagement, mentorship, and education, working to build the leadership capacity of all members.
ARTICLE VI: PROHIBITED BEHAVIOR
SECTION 1: HARASSMENT
Harassment, including stalking, abuse, yelling, insults, violence or threats thereof, blackmail, deliberate intimidation, non-consensual physical contact, or ongoing unwelcome sexual/romantic attention.
SECTION 2: HARMFUL OR PREJUDICIAL COMMENTS
Harmful or prejudicial comments related to sexual orientation, gender identity, physical appearance, neurodivergence, national origin, body size, ability, ethnicity, socioeconomic status, and religion or lack thereof.
SECTION 3: INAPPROPRIATE SOCIAL BEHAVIOR
Members engaging in inappropriate behavior, such as using the organization primarily as a platform for personal relationships or dating. This includes, but is not limited to, persistently sending unsolicited messages to other members with the intent to initiate romantic and sexual relationships, and not contributing meaningfully to the organization’s objectives.
SECTION 4: IRRECONCILABLE DISAGREEMENTS
Irreconcilable disagreement with the core principles of the organization, intentional ongoing disruptive behavior, acting in a concerted manner under the discipline or coordination of an outside organization.
SECTION 5: DISRUPTIVE BEHAVIOR
Engagement in intentional ongoing disruptive behavior at WCU events or gatherings, including online ones. Knowingly engaging in behaviors that are harmful or disruptive to organization work, the organization as a whole, or individual members within the organization.
SECTION 6: MISUSE OF RESOURCES
Misuse of WCU resources such as misappropriation of funds or materials.
SECTION 7: MISREPRESENTING WCU
Misrepresenting the organization, unauthorized use of organization communications, and using organization membership to campaign for public office or any other political activity without endorsement from WCU.
SECTION 8: DISCLOSING SENSITIVE INFORMATION
Disclosing private or sensitive organization or member information publicly or privately.