Dear Faculty Relations – I currently chair a department with an outstanding reputation. We built our program by attracting faculty from the strongest departments in our field, including the department where I received my Ph.D. degree. This esteemed department has hired some of our PhDs, including one of my students.
Our department is currently engaged in a contentious search for a new colleague. Although we have an excellent applicant from this esteemed department, some of my colleagues are concerned that I, as Chair, may have a conflict of interest. As it turns out, the applicant's advisor is a former student of mine, perhaps the most brilliant student I have ever had the pleasure to teach. I trust my former student who says we should hire this applicant!
What should I do? – Chair Who Knows Brilliance
Dear Chair Who Knows Brilliance – The University places great trust in your leadership skills. One of those skills is awareness of how the potential for the appearance of a conflict of interest may affect you and your unit, whether involving one of your colleagues or even yourself as Chair in a decision-making role. While your knowledge of the candidate’s advisor may be offered with the best intentions, others may suspect hidden motivations behind your support for the candidate. Any time your impartiality might reasonably be questioned, it does not matter whether there is, in fact, a conflict of interest; the mere appearance of bias or conflict should be enough to compel a leader to step aside.
While there is no written policy regarding the specific scenario you describe, we advise our CU Boulder leaders to avoid intensifying actual or perceived conflicts of interest.
Take a step back and re-assess
1. Consider the art of recusal. Recuse yourself from some aspects of searches that involve candidates with whom you might have a prior relationship or current collaboration.
2. Consider openly addressing points of conflict that your colleagues are objecting to. Be transparent and open-minded. Provide sound rationale around your thinking.
3. Consider self-reflection. While you may view your former student as the most brilliant student ever, your colleagues may construe your relationship as simply too close for you to have an unbiased opinion. Is the candidate from your former institution the only good choice for your department? Are there other equally qualified candidates from other institutions?
4. Consider the future impact. If this candidate is chosen, what challenges and potential difficulties are they likely to face in their path towards tenure?
5. Consider the power of perceptions. What is in the best interests of your department in this situation? How will you be viewed when making other decisions that affect the department? Will you be seen as a chair who operates in the realm of favoritism? Do you have something to “gain” if a particular candidate or institution is favored? If so, there may be an actual conflict of interest.
Finally, our experience tells us that conflicts of interest are real, whether it is what is happening or whether it is perceived to be so by others. In cases where your actions may be interpreted as biased, lacking in integrity, or simply showing favoritism toward others, this can cause an eventual breakdown of trust. It may damage your department's social and professional relations for years to come.
Written by Donna M. Goldstein, Faculty Director, Office of Faculty Affairs, and Yem Fong, Faculty Ombuds, Ombuds Office.