About Our Office

Conflict Resolution Overview

Informal Options

Formal Options

Initiatives

Policy and Procedures

Reports

Initiatives

1. Exceptional Students

• In fall 2007, the Student Conflict Resolution Center conducted a survey of 10,000 graduate students at the University regarding their experience with offensive, intimidating, or hostile conduct that interfered with their work or study.  Of the approximately 2000 responses, about 35% reported experiencing or observing harassing behavior.  Many responders considered leaving the University because of this experience.  Office for Conflict Resolution staff worked closely with SCRC and a work group promoting civility to develop action steps to address this behavior.  The work group gathered information on resources and created a Quick Guide to Responding to Harassment of Graduate students and a Graduate Student Advising Guide. See the SCRC website for details.

• Carolyn Chalmers co-teaches with Stephen Befort, Professor of Law, Alternative Dispute Resolution, which is offered by the Law School.

• Jean Henrichsen, Program Coordinator, provides ombuds services to students who experience problems in their University employment.  This problem-solving work helps students continue with their academic program despite upsetting employment situations or unexpected loss of income.

2. Exceptional Faculty and Staff

• The heart of the work we do is to assist individuals and small groups manage conflicts in their workplaces.  This work is on a case-by-case basis and is customized to the needs of individuals and groups.  We believe that the availability of conflict management services on a “just-in-time” basis significantly contributes to the satisfaction of University faculty and staff with their University employment.  The faculty’s perceived need for effective problem solving and conflict management is reflected in the Pulse Survey, exit surveys with faculty, and other opinion data.

• In 2008-2009, the Office for Conflict Resolution participated in educational programming for new faculty and department heads through Vice Provost Arlene Carney’s office and new supervisors through OHR.  We presented at one of the new faculty lunches and were invited to write an article for the new faculty newsletter.  In addition, we participated in a panel presentation to new department heads and chairs.  We will continue to participate in training programs for new supervisors and new Human Resources staff.

• The Office for Conflict Resolution is part of a new initiative to develop a conflict management curriculum for University faculty and staff.  This is a joint project of the Graduate School, the Provost’s office, and Human Resources.  In the past, our office has planned and presented workshops on conflict management for faculty, staff and students.  The goal of this initiative is to take our educational programming on conflict management to a new level—with a more sophisticated and thorough curriculum that meets the pedagogical expectations of faculty and professional staff.

3. Exceptional Organization

• In 2009, the office will be conducting a review of its policy and procedures. Five-year reviews are required by the Regents policy: Conflict Resolution Process for Employees.

• The Senate Committee on Faculty Affairs charged a work group to explore the need for ombuds services for faculty.  The Office for Conflict Resolution participated in this work group.  The work group made a preliminary recommendation to SCFA in May 2008 that a faculty ombuds position be established in close collaboration with the Office for Conflict Resolution.

4. Increasing Service and Productivity

• Our office is committed to rapid response and to personal service.  It is a sign of respect to the people who contact us for service.

5. Metrics to Assess Effectiveness and Impact

• The office conducts an annual satisfaction survey of faculty and staff who consult with our office.  The survey is anonymous.  It was revised for FY 2009 and is now administered online instead of by U.S. mail.

• An annual report on the work of the office adds another perspective on performance.  It includes statistics on the meetings conducted in both the informal and formal processes, the issues raised, the employee groups who use the services, and the outcomes.