Conflict Resolution in Academic Settings

Rhetorical discourse and inflammatory comments capture pageviews, while solutions languish in the shadows.   As an Ivy League graduate and current professor at another Ivy, I'm deeply troubled by the violent protests, inflammatory rhetoric, and the spread of hatred on many Ivy campuses. A few days ago, the very floor of the NYC building I teach my weekly leadership class was defaced with a Swastika. Too much hate; let’s focus on a solution: Community Dialogue.    I advocate for community dialogue not merely as the CEO of Meetup but out of a genuine sense of urgency. Authentic solutions to the escalating tensions between Jewish, Muslim, Israeli, and Arab communities can only be realized through the establishment of personal relationships.   Dartmouth College provides a rare illustration of a university community where the faculty and administration joined forces to organize an event between the departments of Jewish studies and Middle Eastern studies that drew the participation of over 5,000 attendees. Brandeis University arranged a social gathering involving their Jewish and Muslim student associations-a student event devoid of political implications- as a response to the events of October 7.   What if university leaders concentrated their efforts on creating dialogue, informal relationship building, and fostering mutual understanding? What if universities refocused on their core mission, which is the cultivation of a sense of community?   Some solutions:   Panel Discussions: Find Muslim and Jewish leaders who can explore shared cultural heritage and traditions. Cultural Events: Promote the art, music, language, and literature of both Muslim and Jewish communities. Study Groups: Facilitate book clubs to engage with texts, histories, and literature. Community Service Initiatives: Encourage participation in volunteer projects, fostering unity in an informal setting. Workshops: Provide discussions on conflict resolution and interfaith relationships, aiding in bridging divides. Religious Site Visits: Arrange visits to synagogues and mosques. Dialogue Dinners: Host small group gatherings where people can share meals and set aside political discourse. One-on-One Conversations: Encourage individual interactions that help people see the common humanity in one another.   I do not harbor the illusion that a single event, whether a falafel meal or henna art, will be a panacea for these complex issues. However, a multitude of such events, regularly held at universities, to reaffirm our shared bonds is the need of the hour. A call to action: I implore every professor, student, and parent to reach out to their university's leadership – deans, presidents, alumni associations– and text, email and call upon them to lead in a manner that builds bridges, nurtures personal relationships, fosters understanding, and educates all. Do this now, before it is too late. #muslim #interfaithdialogue #jewish #israel #university #dean Columbia | SIPA

On negotiating with your administration (or it pays to be civil). I was recently asked to participate in a LinkedIn post on negotiating with people who have more power than you. I was surprised, bc this is not more strength. While I counsel a calm & orderly approach, early in my career, I was apt to throw hand grenades. Only the last few years, have I settled into the sedate, more measured pace of mid-life academic. But, I was intrigued. So I looked through the material - which much of it is simply excellent - & when the article is done - I'm sure it will be good - I found this simple six-step process helpful - & it's one that I intend to use in the future - especially in academic settings. Why? BC, ultimately, no matter your research record, you are an employee of the university, you are evaluated by your boss, & you serve at the will of the uni. If you are forever in conflict, then you will never get very much done. So what to do? The best approach truly is measured - as outlined in this process - but I'll add a little for the academic context. First, identify your goals & alternatives - but as you do - put yourself in the shoes of the person that you will approach - realistically appraise how you think they will respond ^ whether they even have the capacity to fulfill your preferred alternative. Why? Often administrators, particularly dept chairs, hands are tied by context, resources, or policy. Second, building rapport & trust takes time to build & is lost quickly. You will interact with the same people in your dept & your uni for a very long time. Academic life is not a single-shot game like it is often in the industry. Take time to build & maintain trust - & once you have it - don't betray it - it will make negotiating academic life simpler. Third, focus on the similarity in your interests & values. Remember that even your arch enemy generally shares your value system, the pursuit of truth & fairness. If you remember they share that value system, it is much easier to agree to disagree. Fourth, use objective criteria that everyone agrees upon. The biggest beef that I hear from faculty is that some are favored over others. If you use objective criteria - be it "n" of papers, "x" teaching evaluation or "y" journals - it is much easier to have a happy group. Fifth, be flexible & creative when problem-solving. Too often, I see great ideas fail because faculty say it's not consistent with tradition. Take the mindset that you bring to research & apply it to solving problems in your uni. When you step away from tradition, you can often find better solutions that offer a measure of support to everyone. Sixth, know when to walk away from a fight. Remember Point Two, we are all in this bc we value truth & teaching. If you think a fight is going to undermine your ability to maintain relationships, then walk away. Relationships & trust are the currency of negotiating (upward or down) in academe! Best of luck! #academiclife

Want to reduce drama in your academic program? Start with how you communicate. Because in my experience? Most conflicts don’t start with bad decisions. They start when people feel blindsided, left out, or misinformed. And even the best decisions will fail—if people don’t understand them. Here’s what I’ve learned: - Good communication is rarely accidental. - It’s built, on purpose, through repeatable habits. Now, my style isn’t to casually walk the halls or “drop by your office for a quick chat” I have to be more intentional. So, here are the routine ways my office keeps the lines of communication open: ✅ Weekly Email Updates – Events, wins, and key decisions ✅ Monthly Faculty-Staff (’Staculty’) Meetings – Faculty/Staff in one room. ✅ Committee Chair updates - shared in public. ✅ All-Staff Meetings – Monthly. ✅ Advisory Board - Once per semester. ✅ Biweekly Leadership Council Meetings ✅ Email Summary of Leadership Council Discussions ✅ Lunch Meeting with Student Council – Twice per semester. ✅ Lunch with Leadership Council – Monthly. ✅ Lunch with Assistant & Associate Deans – Bi-Weekly. ✅ “Coffee Talks” with Each Department/Area – Once per semester (x 15 Areas). ✅ 1:1 Meetings with Direct Reports – Finance, HR, MAR/COM, Operations, Advancement, Enrollment, Chairs, and Assistant/Associate Deans. Is this overkill? It depends on who you ask. 😀 But does it prevent confusion, assumptions, and relationships strong? Absolutely. 👉 Making good decisions is only half the job. 👉 The other half is making sure people understand them. ---------------------------- ♻️ Repost this to help other academic leaders.  📩 Subscribe to The Academic Leader’s Playbook—link in profile.  💬Follow for posts about leadership, higher ed, & the arts. #HigherEdLeadership #AcademicLeadership #FacultyDevelopment #UniversityLeadership #EffectiveCommunication #LeadershipStrategy