How can painful experiences from the past lead to meaningful change for the future? Following the release of the Verinorm Lessons Learned, which examined two sensitive cases involving social safety and integrity, the Executive Board, University Council and trade unions are looking ahead together. "We're trying to turn the page, learn from our mistakes, and work toward a better future for our university."
The atmosphere is relaxed as Executive Board President Koen Janssen, University Council members Hjalmar Mulders and Teun Jongmans, and Anneroos Dijkhuis, representing the trade unions, take their seats around the table. But the reason for their meeting is anything but lighthearted. The previous afternoon, the findings of the Verinorm investigation had been published. Commissioned by the three parties, the investigation examined two long-running and complex cases involving social safety and integrity.
About the Verinorm investigation
The independent research and advisory bureau Verinorm was asked to help the parties reflect and learn from the past, and rebuild trust. The two cases had caused concern and tension within the university community and damaged trust between the Executive Board, University Council and trade unions.
Over the past year, the three parties have engaged in intensive discussions about what went wrong, what they can learn from it, and what needs to change. The goal was not to sweep the past under the rug, but to move forward together with renewed trust. As the participants emphasize at the start of the interview, the report is not an endpoint. It is a starting point.
Candid and sometimes heated discussions
The conversations have not always been easy. "There has been quite a bit of polarization," Janssen acknowledges. "That's why we carefully restarted the dialogue, taking time to listen to each other in different group settings. We recognized and acknowledged a lot during those conversations and engaged in some critical self-reflection. Our discussions can get pretty intense, but we have to be able to debate and disagree. That's what dialogue is all about."
It takes courage to admit that you haven't handled a situation involving other people well.
Teun Jongmans, student member of the University Council
"It was a valuable learning process in which everyone tried to be as honest and open as possible. It's difficult, and it takes courage, to admit that you haven't handled a situation involving other people well. But that was an important step toward moving forward," says Teun Jongmans, student member of the University Council. "We all want our university to be a place where everyone feels safe and at home, and where problems can be addressed on a small scale and in a personal way."
A community of more than 20,000
"In a world that is becoming increasingly polarized, we need to keep working well together," Janssen says. "Our university is a community of more than 20,000 people, and we can't have a handle on everything. I want to understand as quickly as possible where things might go wrong, preserve a sense of harmony, and make sure we approach difficult conversations in the right way."
University Council member Hjalmar Mulders nods in agreement. "We're trying to turn the page, learn from our mistakes, and work toward a better future for our university. We've reached a point where we're talking to each other and respecting each other's independence. I really see this as a starting point. The work of rebuilding trust begins now."
We're turning the page and working to rebuild trust.
Hjalmar Mulders, University Council member
Anneroos Dijkhuis, representing the trade unions, says the trade unions are confident that potential conflicts will be handled differently in the future. "We've acknowledged what went wrong and the impact it had on people in our community. That gives us a basis for moving forward together."
Turning lessons into practical changes
Trust doesn't come back on its own. It takes time, openness, and a willingness to have difficult conversations. The discussions have already led to some concrete changes.
For example, the way the University Council meets with the Executive Board has changed. Meetings now have a formal session for decisions and questions, followed by a closed session that allows for more open and informal discussion.
The Executive Board also joins University Council committee meetings and discussions with the trade unions more frequently. "This gives people the opportunity to ask questions directly and get more context," Janssen explains. "It also helps build mutual trust, because people don't have to make assumptions. They can simply ask. And if I don't know the answer, I'll say so and look into it."
Beyond scripted meetings
"I've noticed that this has helped rebuild trust on an emotional level," Mulders says. "In the past, University Council meetings sometimes felt like scripted performances. Now we also have discussions that can get heated, because we feel there is room to genuinely respond to each other."
We have to be able to debate passionately and disagree, as long as we keep talking to each other.
Koen Janssen, Executive Board President
Mulders admits that this isn't always comfortable. But it is necessary. "As long as we can do it in a safe and respectful way, we're moving in the right direction. The University Council isn't here just to nod along or applaud. We're here to express our views and challenge things."
Janssen agrees: "We have to be able to debate passionately and disagree, as long as we keep talking to each other."
