Academia is a very competitive environment so conflict is inevitable and can give rise to both challenges and benefits. What have been your experiences with the latter? Your feedback is always valued and useful.
Many thanks,
Debra
Since I am the chair of my department and my department is free of conflict, let me offer three pieces of advice to my fellow department chairs.
One way to avoid conflict is to allow other members of the department to choose which classes they teach and when they teach them, as long as their suggestions fit the course catalog and master schedule. Once the chair has scheduled other department members' classes, then the chair should schedule their own classes around their colleagues' classes rather than vice versa. Being a servant leader is key, rather than leading so that others can serve you.
Another way to avoid conflict is not to create problems where there aren't any. In short, if it ain't broke, don't fix it! If someone in the department is doing an outstanding job at a task and enjoys performing it, then let them do it for as long as they want.
Finally, you can avoid conflict by applauding your colleagues whenever they achieve a goal, receive terrific student evaluations, or reach any other milestone.
Since I am the chair of my department and my department is free of conflict, let me offer three pieces of advice to my fellow department chairs.
One way to avoid conflict is to allow other members of the department to choose which classes they teach and when they teach them, as long as their suggestions fit the course catalog and master schedule. Once the chair has scheduled other department members' classes, then the chair should schedule their own classes around their colleagues' classes rather than vice versa. Being a servant leader is key, rather than leading so that others can serve you.
Another way to avoid conflict is not to create problems where there aren't any. In short, if it ain't broke, don't fix it! If someone in the department is doing an outstanding job at a task and enjoys performing it, then let them do it for as long as they want.
Finally, you can avoid conflict by applauding your colleagues whenever they achieve a goal, receive terrific student evaluations, or reach any other milestone.
Work on the principle that (in the hope that) if you mentally ignore undesirable personalities who become antisocial because they can't handle competition, they will go away. If they don't magically disappear and you are confronted by their physical presence, then smile at them and be nice to them (see Ishag Adam's reply).There is always the chance that they might reform themselves and become desirable citizens. This aside, the benefit of someone sulking or whatever is that it can somehow spur you on (increase your motivation) to do even greater things (see Ajit Roy's reply). So if people in an academic environment act in a weird manner, this is not necessarily a bad thing for you personally. Unfortunately, it might not be good for their blood pressure, etc., though. But that is not your problem.
Debra asked about benefits. If someone in an academic or associated environment is acting strangely towards you, this can be (but is not necessarily) an indication or confirmation that you have achieved something worthwhile. Thus, a sort of human barometer.
Why would a Chair intentionally create an environment of competition between faculty in their department? Surely everyone can be successful at teaching, research and service - there is plenty of opportunity for everyone. In fact working environments of cooperation and collaboration are know to be more productive (as a whole) than environments where everyone is working in isolation (and perhaps with suspicion) from each other. Kirk's suggestions are excellent. Provide adequate resources, create supportive environment, let each faculty member work to their strenghts and applaud the successes for everyone.
Cheers to Kirk and Miles! It is always better to avoid a problem whenever possible and celebrate success in all areas of the academic job. Unfortunately, sometimes conflicts still arise be it personal or professional.
The best way I have found to address these situations is through dialogue. Often, there is some misunderstanding that can be settled easily through discussion and understanding of motivations. At times, a mediator may be needed to bridge the gap and get the dialogue started. It seems Debra has been placed into this type of position (whether by choice or not). Probably a detailed list of motivations on each side presented to the opposite party would be the first step to building understanding.
Good luck and keep us posted!
- Badges
- Science topic