A Description of the

University of Maryland College Park

Conflict Resolvers Network (CRN)

and Other University Examples

Presenters Joan Bellsey, LCSW-C, CAC; Coordinator, Faculty Staff

Assistance Program (FSAP), UMCP; www.health.umd.edu/fsap

Laura Scott, MSOD; Director, Center for Leadership & Organizational Change (CLOC); UMCP www.cloc.umd.edu

Tom Ruggieri, LCSW-C; Coordinator, FSAP, UMCP

www.health.umd.edu/fsap

Objectives Exploration of the benefits of partnering with other

departments

Understand one example in detail: UMCP’s Conflict Resolvers Network (CRN)

Discover ways to overcome obstacles that might make partnering difficult

Ideas to ponder:

Think about cases that are multi-faceted, multi-dimensional, multi-jurisdictional; how could your institution and your clients have saved time and effort dealing with the many issues and players involved?

Think about types of cases where you know the resolution was unsatisfactory for the employee or the institution or both; how could having additional perspectives or resources led to better results?

What is the CRN?

“The people and programs listed here are a consortium of advisors, counselors and mediators on campus who are available to assist with resolving conflict for faculty, staff, and students. This guide is designed to assist you in selecting the right program or person for your situation. However, any of these individuals will be glad to direct you to the most appropriate resource.

http://www.umd.edu/CRN/index.cfm

Who are Members? FSAP (2): Social Workers

Ombuds Officers (4): for faculty, staff, graduate students and undergraduate students

Center for Leadership and Organizational Change (2); organizational development professionals

Campus Compliance Officer: Attorney, former judge

Staff Relations (3): Labor relations specialists

What is the CRN?

Head Honcho

Loyal Minion

Loyal Minion

Possible Traitor

Big Boss

Q: Who do we report to?

A: No one.

What is the CRN?

Q: What is our budget?

A:

What is the CRN?

a.

b.

c.

d.

e. f.

g.

h.

z.

Q: What is the internal structure of the CRN?

A: Non-hierarchical.

What is the CRN? Q: What is the value of the CRN?

A: Priceless.

What is the CLOC PCN and how Does it Contribute to the CRN?

An alphabet soup of acronyms:

Center for Leadership and Organizational Change,

Peer Consulting Network, Conflict Resolvers Network

What Does CRN offer to Campus? Members of the CRN Network have been asked for help or advice

on a large number of topics and new ones continually come to our attention. Listed below is a partial list of the issues we have addressed. We encourage you to contact one of us even if you don't see your particular issue listed below, as we will be glad to refer you to the most appropriate resource:

working relations among faculty, staff and students

work conditions/work load

violations of law

threats of violence

sexual harassment

pay and benefits

personal issues

What CRN offers campus, con’t

medical/health concerns

discrimination

disciplinary actions

financial emergencies

leave

ethical issues

academic advising concerns

tenure and promotion

retirement

termination of contract

History of CRN

Self-created out of need for support

Worked in isolation

Four members at start

Met monthly

Grew along with growth of additional conflict resolving resources (Ombuds, CLOC)

What does CRN do?

Meet monthly

Information sharing

Support

Presentations/trainings

Case Consultation

Host University leaders

Build and nurture relationships

From support of each other to advocacy

Benefits Knowing what’s going on, “having our fingers

on the pulse”

Same events from different perspectives – helps us do our jobs better

Sharing of institutional knowledge

Familiarity with other units and the methods they employ

Clients can start anywhere

Visibility

Strength

Benefits, continued Support and education for less experienced

colleagues

Informal structure = voluntary participation

Ride on each others’ coattails

All of us know more than any one of us

Alternative Dispute Resolution (ADR) saves the campus time and $$$

Established relationships and trust save time, $$$ and are more efficient for the client

Which of these benefits is most

motivating for you?

What about Confidentiality?

Confidentiality requirements different for FSAP

Explicit agreement on confidentiality

Understood rule: no names, and try not to mention departments

Clients often “shop around” to several offices, so there is frequently shared knowledge

Encourages asking client for permission to share

Where it can get dicey: Balancing what is best for the employee/institution

with confidentiality requirements

UHR role is different, requires different behavior

Even though names and departments aren’t stated, identities are often known or guessed at (without confirmation). Risks exist. We manage them.

To Ms. Smarty Pants: “Maybe, maybe not.”

Issues to work out

Questions of membership

Scheduling

Who has what role, internally and to the outside world? Who is the “face” of the group?

Discussion

What are some of the barriers that prevent you from partnering with other conflict resolvers on campus?

Discussion

If there were no barriers, who are the people/departments on your campus that you would include and what would you have this group do?

Conclusions What is the one thing you are taking

away from this session?