Working together with colleagues

Each practical example gives two perspectives with regard to an employment situation. Can you identify which principles they’re based on? And how would you have dealt with this situation? 

‘When I just started working here, I appreciated the fact that I was frequently asked for my opinion. They wanted a recent graduate to provide a fresh perspective on the organisation. But in practice, I feel that they only listen to people in higher positions, and to some experienced colleagues who prefer to keep everything as it is. Of course, I understand that I’m not the only one who has a say, but at least make me feel as if my opinion or observation is being considered. I actually want to discuss this, but I’m afraid it will work against me. I have a temporary contract, so I don’t want to take any unnecessary risks.’ 

‘There are many political interests that have to be taken into account at VU Amsterdam. So when I became a manager, I asked for everyone’s input and opinion on a regular basis. I thought this would help me build good relationships. But I ended up receiving so much input from so many different people that it didn’t help me at all, and I had to disappoint people. During a training course for managers, a colleague advised me to set an ‘approximate’ course and ask for feedback on that – a golden tip! From now on, I’m also going to indicate what people can and cannot expect when I ask for their opinion, and what the next steps will be. I hope this will help, because I really do feel that often unvoiced criticism of some colleagues.’ 

'Our department has been understaffed for a while now. We have a few people out on long-term sick leave, new staff is hard to find and we also have a limited budget. This is why my manager set priorities together with us and communicated these extensively throughout the organisation. A faculty manager recently approached me with an admittedly great idea and requested that I take on this project and complete it within five weeks. I explained that I would have loved to help, but that it wouldn’t be possible in the short term, and that the idea wasn’t in line with the priorities set. She was furious. According to her, I was inflexible and born tired. When I protested, she screamed, ‘Do you even know who you’re talking to?’ Less than half an hour later, several managers had called me for an explanation. I did receive support, but a week later I was ordered by management to take on the project anyway. To me, that shows a lack of respect.I honour the agreements made, provide a good explanation and then she uses a power play to get her way.’ 

‘As a faculty, we want our impact on society to be as visible as possible; which is also an explicit ambition across VU Amsterdam. We depend partly on our service departments to highlight the value of our research. But I sometimes get the feeling that they have no idea what’s going on in scientific teaching and research. Not so long ago, we had an inspirational plan, but a young lady in one of the service departments had all sorts of excuses: no time, not a priority, proper procedure, etc. Basically, she told us to come back in six months – she was completely uncooperative. It goes without saying that I contacted her manager, but to no avail. I thought: just solve your problems and don’t bother me with them. Eventually, I had to get the higher-ups involved. It’s sad that it had to come to that, but it’s in the university’s interest that our impact is visible.’ 

‘I was very excited when I started my first job at VU Amsterdam. The work was very interesting, because I was contributing to things that really mattered. But I did often feel overwhelmed, being surrounded by all these smart people working here – researchers and professionals with lots of knowledge and expertise who had a lot to teach me, but who also regularly voiced their criticism. I was afraid of making mistakes and insecure about my own abilities, which made me so tense that I did actually end up making mistakes. And to ask for help would make it look like I couldn’t cope with the job... I ended up in a vicious cycle. Until my manager asked what was wrong and how she could help. I vented my feelings and she gave me advice – her main tip was that I should ask for help sooner! This is something I now do more often and more easily. I’m less stressed and more confident and self-assured.’ 

‘From my own experience, I know all too well that working in an academic environment can be intimidating. Especially when you’ve just started working somewhere. You’re confronted with so many perspectives and opinions, which can be paralysing at times. Sometimes I even thought: is this right job for me? Now that I’m a manager, I try to help my team avoid that pitfall. My tips? Don’t be afraid of rejections or mistakes, but think: I’ll do better next time. And don’t be afraid to say what you’re good at, or what you’re less good at. Ask for coaching or training courses in skills that you want to improve. And exchange responsibilities with others so that everyone can do what they do best, which helps your team and the organisation move forward.’ 

‘I have a manager who often gives compliments and physically touches both male and female colleagues. But I don’t think my new colleague appreciates his ‘friendly’ behaviour. Sometimes she looks startled when he compliments her on what she’s wearing or gives her a pat on the shoulder. Should I ask her how she feels about this? Maybe she’ll think I’m belittling her or meddling. Or should I confront my manager about his behaviour? That might not go down well, and maybe he’ll think that she complained to me about the situation. I’ll just ask my colleague; after all, I can’t just make assumptions about how someone else interprets things.’ 

‘I haven’t been working here very long yet. My manager often gives me compliments and makes comments that I don’t know how to interpret. Compliments about my clothing, an arm on my shoulder... He does it to everyone and my colleagues don’t seem to mind, so maybe I’m just overreacting. Still, you hear plenty of other stories these days, so it’s probably better to take action before things possibly get out of hand. But how do you raise an issue like this? He is my manager, after all, and saying something about it could go down badly and work against me. Should I contact the confidential counsellor? That’s not really the right way to go about things if you haven’t spoken to the person in question yet. I think I’ll first discuss it with a colleague who has worked here longer – see how she feels about it.’ 

‘As HR advisor, after months of searching, I finally found the perfect candidate for the job of head of department. She has the best qualifications and a wealth of experience. Admittedly not at a university, but at an organisation with many different developments and interests. Yet I’m now being asked to select a man, because they think a woman wouldn’t be a good fit in the team. They also think a woman wouldn’t be able to cope with the pressure of the job. I’m deeply disappointed that these views still exist, especially here at the university! This is in conflict with VU policy as well as my own principles. I think this is unacceptable, so I’m going to insist that we hire the most suitable candidate – as we should.’ 

‘Most of the people in our department are men, including many technicians and engineers with strong opinions.The atmosphere is good, but things can sometimes get heated, and people make politically incorrect jokes. These jokes aren’t discriminatory, but some women could take them the wrong way. I support the diversity policy and there are plenty of women I get on with, but a woman as head of department wouldn’t really work for this team. It could lead to misunderstandings and create an unpleasant working environment, also for her. That’s also what I told the HR department in my feedback.’ 

‘My colleague would leave at 3.30pm every day to pick up his son from school. After he left, I was the only point of contact for colleagues and was given any rush jobs that came up. This often meant that I couldn’t go home until late. I wasn’t sure how to raise the issue, as I wanted to maintain the good atmosphere in the department. Meanwhile, I did notice that I started making lame jokes about the situation. And he would laugh, but nothing changed. Until one day I had to leave early, and he said that I should have told him earlier. I exploded! I was reluctant to go to work after that incident, but we eventually had a good talk with each other. I shared my take on the situation and appreciated the fact that he let me blow off steam. Then he told me his story. We now have clear agreements regarding our work, and his son goes to after-school care a few times a week. He picks up the rush jobs on those days, so I can go to the gym on time.’ 

‘After my divorce, my son came to live with me. He had already been through so much that I wanted to be there for him as much as possible, so I made a point of picking him up from school myself. I did feel guilty towards my colleagues. Every day I tried to leave as inconspicuously as possible, but I started getting more and more little digs about it, and almost every day someone would ask if I was taking another afternoon off. I would laugh off their comments, but at the same time they gnawed at me. I’d answer my emails late at night, and during the day I had lunch at my desk. I knew that it couldn’t go on like that. It was my own choice to pick up my son from school every day, but I also had my responsibilities at work. When my colleague had to leave early that day, I panicked. In the weeks after the incident, I hoped that she would come to me, but I eventually realised that I was the one causing these tensions, and we had a good talk. We now look out for each other better.’ 

Below you can read about some of the difficult issues you can run into at work. For example, how would you deal with harassment, antagonism, discrimination or discussions about sensitive social topics? What would you do or refrain from doing in these situations? Can the Art of Engagement principles help you find a solution? What considerations play a role for you? 

You’re working on a project and everyone is sharing their input and opinions. There are conflicting views, but no one discusses these directly with each other so as to keep the peace. Meanwhile, people are informally complaining about each other’s perspectives, but not to the people concerned. This means that your work on the project has come to a standstill. What would you do? 

You’re at an away day with other managers, where you agree that you want to be more transparent and clear with each other. At the end of the session, you’re talking to a colleague at the bar and a second colleague who missed the last hour joins you. Without an explanation, your two colleagues go off into a room to catch up, and you’re left on your own at the bar. What does this trigger? What would you do? 

The MT has made a difficult decision that you don’t agree with at all. You are, however, expected to communicate the decision to others. Do you commit yourself to the decision taken? Or do you try to convince others in the hope of being able to reverse the decision or delay its implementation? What would you do? 

Your colleague makes a discriminatory remark about another colleague’s sexuality, skin colour or disability. Do you confront the colleague who makes the remark about their behaviour? Or do you ignore it? Do you check in with your other colleague later to see how they’re doing? What would you do? 

You’ve been having difficulty with a colleague’s behaviour for some time now. She fails to meet her obligations, tries to pass on work to others and frequently makes mistakes. Others have told you she has personal problems, but now your work has started to suffer as well. What would you do? 

There are opposing views within your team or project, for example about what approach to take. How do you deal with this? Do you allow yourself to be led by the loudest voices, the people with the most influence, or the colleagues you will have to work with again in the future? Or do you take a different approach? What would you do? 

During a lecture, some students are wearing Israeli and Palestinian scarves, and a discussion on the war is at risk of going awry. The atmosphere becomes even more volatile when people start waving flags. You understand the grief and despair of both groups of students, but you find the situation threatening and the way the discussion is taking place unworthy of VU Amsterdam. What would you do? 

The TeamUp workshop allows scientific and support teams to examine and improve their mutual cooperation and communication and strengthen these using the principles of Art of Engagement. 

For more information go to TeamUp workshop.

The Science in Dialogue Network organizes monthly trainings on dialogue skills and dealing with conflict and polarization.  

Read all the information on the page These times call for dialogue (only available in Dutch). 

A team coach can use reflection and dialogue to help a team move forward when something needs to be resolved or improved in the team. For example, the cooperation between two sub-groups in the team, unbalanced input in mood or direction by some team members, or a lack of mutual trust after an event. 

Read all the information on the Teamcoaching page.

In this leadership programme you will further develop your educational leadership and you will focus on increasing the motivation of your team members, on creating conditions for pleasant and effective team cooperation and on strengthening your own leadership in this. 

Read all the information on the page Building Strong Teams in Education.

In this workshop you will gain an understanding of the collaboration in your team and discuss what can be improved based on five success factors: results-oriented working, smart collaboration, connection, working healthily and smart digital working. 

For more information go to Workshop hybrid collaboration.

Take online courses on Teamwork, Team Spirit, Coaching Your Team, Team Roles, do Assesments and on Self-Organizing Teams. 

Read all the information on the page about VU E-Learning.