Moving from a faculty position to an administrative office frequently entails gaining considerable responsibility, but ambiguous power. The hope of these two authors is that this volume will serve as a reference and a source of support for current associate and assistant deans and as a window into these jobs for faculty who may be considering such…

A discussion of conflict in academic departments describes current philosophies in conflict resolution, including a principled approach emphasizing positive benefits. Structures within organizations that inherently create conflict are identified, and various strategies for dealing with conflict are outlined based on one theory of response modes.…

Mediation programs in higher education devoted to resolution of faculty conflicts are discussed. The nature of the faculty enterprise and faculty peer conflicts is examined, and three universities' efforts to incorporate faculty-to-faculty conflict resolution systems on campus are described. The organizational culture of each institution defined…

The extent to which collective bargaining, as a model for conflict resolution, has permeated higher education is examined, and extracts from collective bargaining agreements are analyzed to illustrate the unique nature of collective bargaining for this purpose. It is concluded that when a mutually respectful relationship exists between faculty…

The use of neutrals in higher education collective bargaining is considered, with specific reference to a pilot project in which a neutral worked for over a year with the administration and faculty union at a two-year public community college. Eighteen propositions that may promote the creative use of third parties are offered, including the…

Discussion of intercultural conflicts among college and university faculty and staff looks at the role of internal mediation services, focusing on steps that should be followed by the mediator, mediator attributes contributing to successful resolution, and the importance of mediators and human resource professionals developing an awareness of…

Describes the grievance-arbitration process for collective bargaining used in the Connecticut State University System, consisting of a grievance-arbitration panel of administration and faculty representatives. The process, the final step before professional arbitration, is used for faculty. However, it could be adopted for bargaining units…

This essay, originally written by Immanuel Kant in 1798, and presented in both the original German and in facing page English translation, is the first paperback printing of the edition published by Abaris Books, Inc., in 1979. The book is composed of three parts, written at different times, but all dealing with the conflict between the…

This document analyzes the responses to a survey conducted in 1997 on the role of the Ombuds Office in higher education, and also considers the characteristics of professional neutrality needed for successful conflict resolution. Of 178 institutions surveyed, 109 responses include 54 institutions with ombudsmen, 7 without such a position but with…

Anecdotes of college and university public relations problems and experiences illustrate 10 principles in managing campus controversy. Issues discussed include promptness of dissemination, accuracy of information, deciding how much of the story needs to be told, establishing a relationship of trust with the media, educating faculty about media…

This book provides a collection of papers that address issues central to university ideals: the teaching of values, the role of philosophy and literary studies in their sister disciplines (especially history), the precarious balance between research and teaching, the defense of intellectual autonomy, and the public responsibility of the…

A discussion of collective bargaining for part-time college faculty looks at research conducted in Canada and the United States and uses the case of York University (Canada) to examine the politics of collective bargaining and the mediative roles assumed by management in three specific conflict areas of part-time employment policy. (MSE)

Institutional approaches to alternative dispute resolution can offer students and faculty a safe, non-judgmental environment for addressing disputes and promoting campus civility. Issues discussed include ways to promote an institutional atmosphere of civility; creation of structures for conflict resolution and alternative dispute resolution; use…

A guide to mutual gains bargaining (MGB) is presented for faculty union leaders and college administrators, as well as school systems. MGB is based on applied behavioral sciences concepts and the use of bargaining teams and emphasizes problem-solving and improving communications and campus relationships. Two different uses of the mutual gains…

This paper examines the degree to which women faculty and administrators are able to engage in connected knowing and interdependent definitions of self and reality within an institutional environment that values and rewards individualism, separateness, competition, and objectivity. The paper notes that connected knowing is essentially the process…