Jim Wohl recently joined UConn as its new University Ombuds, coming to Storrs from his previous position as University Ombudsperson and professor of veterinary medicine at Auburn University.

Wohl, a native of Schenectady, N.Y., was a practicing veterinarian and Auburn faculty member when he started exploring his growing interest in conflict management several years ago. It led him to roles in workplace mediation in higher education and the power industry, and also a stint as interim University Ombudsperson at Louisiana State.

He became Auburn’s founding Ombudsperson in 2008, and joined UConn this spring when President Susan Herbst revived the Ombuds Office that was previously in place from 1970 to 1991. The University has also updated the office’s charter.

An ombuds office helps workers find strategies and solutions to workplace difficulties, improving their on-the-job experiences and the efficiency and operations of the institution as a whole.

The UConn Ombuds Office is located on the second floor of the Homer Babbidge Library, in rooms 2-189 and 2-191 of the Jausz Family Reading Room of the Art and Design Library.

Wohl invites University employees and graduate students to call him at 860-486-5143 to learn more about how his services can help or to schedule an appointment to talk in person.

Undergraduate students are asked to continue to contact the Office of Student Services and Advocacy in the Division of Student Affairs with questions or concerns that may be affecting their educational or personal goals.

Wohl sat down recently with UConn Today’s Stephanie Reitz to answer some of the questions that may be on people’s minds.

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Q.        First, the basics. What does an ombuds officer do and not do, and what services does your office provide?
A.        The office is designed for faculty and non-faculty employees, administrators, and graduate students at Storrs and the regional campuses. It’s an off-the-record, informal resource for people to address any concerns that are affecting their work experiences at UConn. It’s important to understand that it doesn’t replace other offices that are set up to address specific concerns, but is a supplement to them.

Ideally, it’s a resource for conflict management at the very earliest phase of a problem when it can be identified and addressed, rather than being allowed to ripen over a period of time. We’ll end up talking about different options and strategies – they can range from finding coping strategies to, on the other end of the spectrum, identifying the formal offices where they can report a concern for follow-up. Options in between might include helping them prepare for a conversation they believe may be difficult, or helping identify signals that a situation has the potential to get better.

Here’s what an ombuds officer doesn’t do: I have no authority to force anyone to make any decisions, and I can’t overturn any decisions. I don’t have reporting lines that give me authority over anyone else. From a neutral position, I assist people to try to find mutually agreeable solutions.

Q.        It can be difficult for people to talk about conflicts they have with another person, given that even acknowledging those conflicts can exacerbate the tension. Do both sides of a dispute need to participate in the ombuds process?
A.        Absolutely not. The whole idea is to preserve confidentiality to the strictest extent permitted by law so people know that when they’re coming here, it’s a safe place to have a candid conversation without fear of retaliation.

That being said, there may be times when each party wants to come together and discuss the issue, and doing that with an ombuds to help guide the conversation and consider the options can be very productive. They would need to be mutually agreeable to that, though – I won’t speak to anyone else without the person’s permission, even to the extent of confirming that a conversation with me took place.

Q.        What principles guide you and the ombuds process?
A.        There are four of them, and they’re very clear-cut.

The first is confidentiality, and that’s the cornerstone. Our discussions are always confidential to the extent permitted by law, with the only limitation being if something is discussed that includes the imminent risk of serious harm. Beyond that, it’s important that people feel safe that it’s a private conversation.

The second principle is informality, by which we mean that the Ombuds Office isn’t considered a formal “office of notice” for the University and doesn’t participate in formal compliance and personnel matters or investigations. There may be times when people attempt to seek a solution through the Ombuds Office and a solution isn’t reached, and it goes to a grievance process – but I don’t participate in that. There are no official records kept at the office beyond non-confidential annual reports I would prepare on its overall operations.

Another important principle is neutrality. I don’t serve as an advocate for the University nor for any individual who visits the office. Instead, my energy is focused on surfacing the interests of everyone involved. That can often be the best way to find a workable and mutually agreeable solution.

The final principle is independence. It’s a common and fair question to be asked how someone in the ombuds role can be independent when you’re being paid by the University like everyone else and working under the same rules. But one of the benefits of being among the workforce is that it gives the ombuds officer a good understanding of the rules, being that I have to live by them like everyone else.

The independence is also affirmed by the way the office is structured. I report directly to President Herbst, but she doesn’t regulate my day-to-day activities. Since the position isn’t pulled into the reporting structure of another office on campus, I can remain independent of those offices. At the same time, I also have access to the people on the management side of the institution to look for solutions to meet everyone’s needs.

Q.        Can I email you about my problem?
A.        I won’t communicate anything substantive over email, largely because email is never a safe place to discuss sensitive issues. It is not a confidential medium, and as I said, privacy is critical to this process. It’s OK to reach out by email to set up a time to talk, but the telephone or face to face is the much more preferred method of discussing an issue.

I also do discourage people from spontaneously dropping by the office because I like to be able to manage by appointment as people are coming and going. That’s another way to help ensure everyone’s confidentiality and comfort in the privacy of the process.

Q.        My schedule can make it difficult for me to meet with you during business hours, especially if I’m generally at another campus and don’t get to Storrs often. Am I out of luck?
A.        This office is a resource to the entire University and its workforce and graduate students, and that’s not limited by geography. I’m visiting the five regional campuses this summer and starting the process of getting to know as many people as I can, and getting the word out that the office is available.

I’ll travel, I’ll meet with people on weekends and after hours. I know it can be difficult for people to get away and meet during office hours or get to my office, so I’ll do all that I can to be flexible. I’ll meet with people wherever and whenever they’re most comfortable.

Though the Health Center and Law School have personnel systems that are unique to their campuses, I’m still available to employees and graduate students there if I can be helpful.

Q.        What were your first impressions of UConn? Do you have any favorite spots on campus yet? Have you settled on a favorite ice cream at the Dairy Bar?
A.        I had a really positive feeling right away when I visited for the interview. There was a really palpable sense of excitement about the future and a commitment to finding quality solutions to workplace problems. The enthusiasm was contagious, and every day that I’ve been here has been satisfying and fascinating, in all sincerity.

One of my favorite spots is the shaded space behind The Benton. It’s so beautiful and peaceful. But I think my very favorite spot has to be the [Albert E. Waugh] sundial garden – I’ve been able to see spring blossom there and all around campus and it’s been amazing.

And at the Dairy Bar, it’s Husky Tracks for me, definitely. It’s fantastic.