JU - What should be the role of the Rector in situations of conflict in the internal community, involving students, staff and teachers, taking into account the history of occupation of the Rectorate in the recent past?
Tom Joe - Although this question seems out of context, since the conjunction of factors that occurred in the recent past of 2016 cannot be repeated, it is an essential question, which allows us to expose how we consider institutional responsibility and political leadership for the resolution of internal problems.
The rector has a clear institutional responsibility for ensuring the functioning and integrity of the University, and it is his political leadership that will result in the successful solution of possible conflicts and problems. This is a basic principle from which we reaffirm that, under the imperative of university autonomy, dialogue and coordination with unit directors, as well as the integration of teachers, staff and students, through their representatives, will be the ways management priorities of our rectory.
The university has clear rules of conduct for professors, staff and students, set out in its General Regulations, and maintains resource bodies that guarantee the rights of each body in the community: these must be the basic guidelines present in each possible situation. In turn, if the rectory cannot avoid the legal responsibilities that the position and the institution impose, we make it clear here that there is no place for repression in our decisions, if conflicts that are difficult to resolve occur. Unicamp's history is characterized by managing moments of crisis through dialogue and approaches and, above all, by finding balance and respect for institutionality within the University, without external interference.
It is worth mentioning that this past year, strongly affected by the pandemic, has put fundamental current problems on hold, such as salary issues and student retention issues. The health crisis showed everyone a university that we don't like and don't want, with empty classrooms and buildings, without coexistence and without face-to-face interaction. It is to be expected, with serenity, that old and new problems will emerge when we resume face-to-face daily life on campus. The demands of sectors of the community are part of public management and, given this, management “Unicamp: building tomorrow” will be defined and characterized by dialogue, as is typical of university life and civilizing coexistence. The solution to problems and conflicts that may arise begins with their prevention, through transparent debate regarding management possibilities regarding any issues placed on a negotiation table.
Finally, this response includes an attitude of hope and optimism, which are good characteristics for calm and dynamic management. Our program is focused on the future of Unicamp, as expressed in our slogan. It was designed and built by many professionals from the University and we can categorically say that all areas and segments participated and are included in our project. In our campaign we have already demonstrated, with words and postures, that the management we want is open and driven by dialogue. Recent events in our country demonstrate the need for this spirit of dialogue to be manifested beyond the walls of the University, and it is Unicamp's responsibility to promote it in all sectors of external society in which it is institutionally present.
In particular, in our management program, we recognize the role of the rector in leading this process, with responsibility, presence, discernment, involvement and wisdom. Not only do we learn from the facts of the past, but we have a clear idea of the reality that surrounds us and what Unicamp can do in favor of our civil society, which so lacks tolerance and respect for differences.
Mario Saad - Dialogue always, in all situations, as many times as necessary. Regarding the recent past mentioned in the question statement, in which the Rectory was occupied, we deeply regret that the situation has escalated to such a violent scenario. And we are not specifically referring to the depredation of public assets, but rather to the fact of weakening a relationship that we consider a pillar for our institution, which is the teacher-student relationship. There was a lack of dialogue. In crisis situations, the rector and vice-rector have the role of leading dialogue with representative entities, be they students, teachers or staff. We are all members of the university community.
We often occupy different positions in the organizational structure and defend diametrically opposed positions, but that does not mean we should see each other as enemies. Our struggles can often be disparate, other times complementary, and this is a natural process in the context of democracy. Having held the positions of Director of the Faculty of Medical Sciences (FCM) and Institute of Chemistry (IQ), both Zezzi and I have already faced tough clashes, always respecting everyone involved until a decision could be made with the consensus of the majority.
Sergio Salles-Filho - In plural environments there will always be conflicts and the university is an institution that must cultivate plurality. The diversity of cultures and opinions represents one of our differences and our wealth. The university is, for all these reasons, a place of friction, of oppositions, of clashes of ideas and interests. There will always be differences, tensions and conflicts. What we must do is transform this friction into an opportunity to improve the construction of our democratic experience, cultivating the principles of mutual respect and the exercise of contradiction and strengthening institutional channels for explaining differences and building negotiated solutions. Our effort will always be to remain in the sphere of dialogue between the parties and, when necessary, with conflict mediation bodies.
One of the foundations of our proposal is to conduct management based on dialogue, the search for convergences and the construction of a healthy, empathetic environment of coexistence and institutional trust. This principle must be respected in different situations and in the different institutional spaces of the University, always in the spirit of the common good and integration that motivate us to build One Unicamp.
A principle that has guided our actions at the University, in all the positions we assume, is listening. When a rector permanently establishes a close relationship with the community, any conflict situation becomes easier to resolve and find an agreed solution. In other words, a good relationship must be developed at all times, not only in the University Council and its chambers and not only when conflict situations arise.
We attach great importance to the institutionalization of a culture of dialogue at the University. It is important to review and reinforce the participation of different groups in appropriate instances, considering the diversity present in our community. The representation of these groups in institutional spaces is essential for conflicts to find adequate solutions. Here we are talking about ensuring, in different instances, representation of the three communities, as well as, when necessary, representation of gender, race, career, areas of knowledge, among other aspects that characterize us.
Unicamp has invested in the culture of peace. It created a Chamber of Mediation and Collaborative Actions and has been training people in conflict mediation. We will place a lot of emphasis on these channels as we believe they are the appropriate way to build convergences to have empathetic and trustworthy environments.
