Managing Conflict and Fostering Faculty Morale in Academic Settings

1. Conflict and Faculty Morale Karen M. Bryan School of Music University of South Florida Institute for Academic Leadership June 5, 2019

2. Conflict within the Department There is one certainty: There will be conflict Productive conflict collegial discussion on topics ranging from curricular design to forward planning. Nonproductive conflict Conflict quickly turns personal leads to a hostile work environment that damages the productivity and morale of all involved.

3. Constituencies • Conflict can occur between several groups: • Student vs. Student • Student vs. Faculty Member • Faculty Member vs. Faculty Member

4. Important Points to Remember • It is important to address issues earlier rather than later • Don’t take it personally, even when it is meant to be • Don’t get angry • Know your unit and university governance documents thoroughly • Be willing to have the hard conversations • Be aware of the emotional climate • Stay focused on the problem • Do not allow name calling • Be willing to develop alternate solutions • Be clear about next steps • Don’t let them leave the meeting without a back-up plan • Hold your own counsel in the academic environment and elsewhere • Be willing to seek advice or help when needed • Find a confidant and sounding board

5. Mutual Agreements for faculty (and all) meetings • Adapted from rules for civility by P.M. Forni in Choosing Civility • 1. Be fully present and participate fully • 2. Speak and listen honestly from the heart and head • 3. All ideas are worthy, even if you do not agree with them. • 4. Maintain a sense of humor. • 5. Maintain moderation of language and tone. • 6. No one dominates • 7. Trust the process. • 8. Embrace change and help others embrace change. • 9. What is said here stays here; what is learned here leaves here.

6. What is Faculty Morale? • A barometer for the climate at the University • A barometer for conflict within the unit • A code phrase that means so many things to so many things to different people

7. How do we measure morale? • It varies from time to time and place to place • It becomes a means for deans and department chairs to measure how things are going in the department.

8. Ways to improve Morale • According to the Council of Independent Colleges: A Good Place to Work (Austin, Rice and Spiete, 1991), morale is highest when the following conditions exist: • A strong sense of community and distinctive organizational culture • A clear understanding of, and agreement with, institutional goals, values, traditions, celebrations and rituals • Wide definition of faculty scholarship with rewards not limited to published research • An effort to promote participatory leadership • An intention focus on teaching and students • A commitment to momentum: growth, progress and excellence • An emphasis on internal collaboration rather than competition, supported by collegiality and a balance of intrinsic and extrinsic rewards; strong ties to the surrounding community

9. Simple tools to enhance morale and appreciation • Recognition of accomplishments • Personal notes of commendation • Delegation of responsibilities • Expression of appreciation for tasks well accomplished

10. Remember • Things will not always be smooth and peaceful. • While you cannot anticipate specific situations, you can know yourself well enough to know how you will react in certain situations and how you should deal with certain faculty members. • You must never react emotionally to someone who is causing conflict within the department or who is confronting you about any number of situations. • The overriding concern is the health of the unit—and how it can most effectively be maintained. • There are times when you cannot find a solution. It is time, at that point, to move forward and work with those who are participating in the collegial, civil functioning of the department.