Earlier this year the TU/e Executive Board, University Council and Trade Unions started a joint dialogue and learning process. The aim was to come to lessons learned in the wake of two cases that led to considerable concern and tension within the university. This has now resulted in the Verinorm Lessons Learned document, as well as reflections by the parties. The parties agree that good governance is not only about rules and procedures; it also depends on trust, dialogue, clarity of roles and responsibilities, and how people deal with differences of opinion. In its reflection, the Executive Board announces it will change its approach.
The process
The joint process was led by Verinorm, an independent research and advisory bureau specializing in social safety, governance and organizational culture. All parties participated in the confidential process with full commitment. The aim of the process was to identify lessons that can help strengthen governance, cooperation and trust between the parties and within the university.
The cases
The cases underlying the process are on one hand the Cursor case, where an independent committee found that TU/e had breached the rules safeguarding Cursor's editorial independence and identified an irregularity and a wrongdoing. The other case concerns an employment dispute in which the Court of Appeal found that TU/e had taken unjustified employment measures and had created an unsafe working environment, which was subsequently aggravated by the university's approach to resolving the dispute.
A shared response from different perspectives
While the three parties have different roles and responsibilities within the university, they find significant common ground in several of the findings and recommendations presented in the Lessons Learned, as can be read in the reflections. Together, the parties see the Lessons Learned as an opportunity to learn from the past and to strengthen the university. This shared outlook does not imply equal responsibility for the decisions underlying the cases.
Recognizing the impact
All three parties recognize that the cases central to the process have had a considerable impact on individuals and on the university community as a whole. The cases affected working relationships, led to tensions within governance structures and weakened trust in some parts of the organization. Acknowledging that impact is an important step in moving forward.
The Executive Board recognizes in its reflection that the university and an employee do not meet as equals in a conflict. The university has greater authority and therefore greater responsibility for creating conditions in which solutions are possible. This includes accountability for past decisions and consideration of appropriate steps towards restoration.
Shared lessons
A key shared lesson is that effective governance depends not only on formal rules and procedures, but also on trust, dialogue and constructive collaboration. Unnecessary legal escalation should be avoided, while access to independent legal advice and legal remedies must always be safeguarded. Wherever possible, dialogue, reflection and de-escalation should remain central to finding a way forward.
The importance of independent voices and constructive challenge
The reflections underline the importance of an environment in which concerns can be raised safely and differing views can be expressed openly. Independent functions, representative bodies, trade unions and independent journalism all contribute to a healthy university community. An independent Ombuds function must be able to raise difficult issues without its role or independence being questioned. As acknowledged in its own reflection, the Executive Board takes responsibility for allowing differences concerning the practical interpretation of the Ombuds role to persist for too long. It also recognizes the importance of restoring confidence in the independence of this function. Constructive challenge and critical reflection should be viewed as essential elements of a strong organization.
Rebuilding trust
The parties agree that rebuilding trust is essential for moving forward. This applies both to relationships that may have been affected by the cases central to the process and to confidence in the university's ability to deal with future concerns and conflicts. Trust grows when lessons lead to visible improvements and when actions consistently match intentions.
Strengthening the way TU/e works together
Looking ahead, the parties support efforts to strengthen dialogue, mutual understanding and cooperation between the university's governance bodies, representative bodies and independent functions. Together with better ways of handling disagreements, these elements contribute to a more resilient organization.
What the Executive Board will change
The Executive Board identifies three priorities for change: intervene earlier and strengthen independent review and decision-making; embed restoration and accountability in conflict resolution; and communicate about sensitive cases with greater care, clarity and responsibility. Implementation and progress will be periodically reviewed with the University Council and trade unions.
A shared ambition for the future
The Executive Board, University Council and trade unions believe that TU/e can emerge stronger from this experience. By learning from the lessons identified and acting on them together, they aim to strengthen a culture based on trust, openness and respect for different perspectives.
The report and the reflections can be downloaded here .
