Several sources told us there is considerable unrest within the faculty. How is the faculty board dealing with the situation?
‘The coverage has naturally had an impact within the faculty, particularly on those directly involved and those mentioned in media reports. We see that people have questions and are looking for clarity. At the same time, staff members experience the situation differently and have different needs. We are trying to listen carefully to what is going on and provide clarity where possible, both through conversations and meetings, and through faculty-wide communications.’
In your first email to the faculty, you wrote: ‘In our view, the article in Tubantia presents an inaccurate and incomplete picture of the situation.’ What do you consider inaccurate and incomplete?
‘That is precisely what makes situations like this so complicated when they are discussed in the media. A matter like this involves multiple perspectives, and it is only by considering those different perspectives that the full story and its nuances become visible. At the same time, we must be cautious about what we share publicly. These are our colleagues, and as an employer we have a responsibility to handle their privacy and interests with care.
That also means we cannot correct every perception that emerges in the media, nor can we always provide all the relevant context. When some perspectives receive extensive attention while others receive less, an incomplete picture can emerge, lacking context and nuance that we consider important.’
Dean Boudewijn Haverkort has reported sick leave. Is this related to the situation?
‘It is true that the dean has reported sick leave. As you will understand, we cannot comment further on that.’
Who is responsible at this point?
‘As the faculty board, we are collectively responsible, each within our own role and responsibilities.’
What is the faculty board’s view of this issue? Is it an isolated employment dispute, or does it point to a broader cultural problem?
‘In our view, it is not necessarily one or the other. There is a concrete issue between individuals, but at the same time we also need to look at the broader picture. Clearly, there is an environment in which such a conflict could arise, persist for a long time, and prove difficult to resolve. That raises questions about our culture, about how we interact with one another, and about how we identify and address conflicts. As a faculty, we need to reflect on that and learn from it.’
What is happening now to reach a solution for those involved?
‘We are in discussion with the people involved and will continue those conversations. This is an ongoing process in which we are working together to determine what is needed and how to move forward. We cannot discuss the substance of those conversations in detail because they concern personal and confidential matters.’
Do you believe the faculty board intervened sufficiently and in a timely manner to resolve the issue?
‘At various points, we did what was necessary and possible at that moment. Looking back now, we can also see that some things could have been done differently or better, or that they did not work out as intended. At the same time, it is always easier to recognise that in hindsight. This is an extremely complex situation involving different people, interests, and perspectives, and there is no single simple solution.’
What are the key lessons at this stage?
‘One important lesson we can already draw is that we should have started the right conversation sooner. We should not wait until concerns or differences become larger. That may sound straightforward, but in a complex situation it requires commitment and effort from everyone involved.’
How does the faculty board intend to turn the situation around?
‘Our immediate focus is on taking the next steps in this specific case with care. The fact that it has been ongoing for so long shows that it is not easy and cannot be resolved overnight. At the same time, we want to ensure that, as a faculty, we can move forward together. We want people to feel free to speak up, particularly when something feels wrong. We want to listen to one another and be clear about how we want to work together.
We are a strong faculty with committed people, where many excellent things happen every day. That deserves a continued effort to build an environment in which people feel heard, respected, and able to collaborate with confidence.’
The role of the HR manager
A striking element in the Tubantia publication concerns an email from the HR manager. Rather than handling a complaint submitted by a Brazilian researcher, the decision was made to inform the other party, Professor Frank Leferink, and advise him to file a counter-complaint.
In an initial email sent to the entire faculty following the publication, the faculty board stated that it stood ‘behind the role and efforts’ of the HR manager. The board later revisited that statement in a second email: ‘We also want to revisit our message from last week. In it, we explicitly expressed our support for HR’s efforts. We’ve heard that some colleagues have interpreted this passage differently than we intended, for example, as a judgment on everything that has happened in recent years. That was not our intention. We wanted to prevent individual employees from being singled out by the media.’
