Policies and Guidelines
For Employees and Faculty
For information about the following topics, please visit the Harvard Intranet for Employees (and Faculty) (HarvIE).
- Policies and Union Contracts
- Disability Benefits
- Paid Time Off
- Compensation and Benefits
- Work/life Balance
- Employee Resources
For information about the following topics, please visit Faculty Development and Diversity
- Handbooks and Research Policies
- Resources and Support
- Employment Opportunities
- Professional Development
- Benefits, Childcare and Leaves
- Diversity and Equity
- Hiring and Retention
For information about the following, please visit the student handbook for your school: https://www.harvard.edu/academics/schools/
- Degree and Performance Requirements
- Enrollment/Other Procedures
- Student Conduct and Expectations
- Discipline and Grievance Processes
- Grading/Withdrawal Policies
- Academic Timelines and Schedules
- Financial Aid
- Student Life/Housing
- Academic Resources
For Postdoctoral/Research Fellows
For information about the following, please visit, please visit your local Post-Doctoral Affairs Office through that portion of HarvIE.
- Resources, Policies, Contacts
For Everyone at Harvard
Discrimination and Diversity
University Office for Equity, Diversity, Inclusion and Belonging (EDIB)
The Ombuds team provides highly interactive trainings with custom-designed exercises, case studies and presentations. Topics include Negotiation Skills, Managing Conflicts Effectively, How to Have a Difficult Conversation and Best Practices for Authorship. Other topics are available upon request.
Authorship – Recommended Best Practices for Determining Authorship
Familiarize yourself with the HMS Authorship Guidelines and encourage the same of your colleagues and collaborators. If you oversee a lab, provide authorship guidelines to all newcomers to the lab and a description of the lab’s usual ways of deciding authorship and authorship order.
Active Listening Techniques
Familiarize yourself with tools to use when listening: Encourage, Clarify, Restate, Reflect, Summarize and Validate.
Concerns About Bullying at Work
Concerns About Bullying at Work
“Bullying at work is repeated, health-harming mistreatment of a person by one or more workers that takes the form of verbal abuse: conduct or behaviors that are threatening, intimidating, or humiliating; sabotage that prevents work from getting done; or some combination of the three.”
(The Bully at Work, 2nd edition – Gary Namie, Ruth Namie)
Some bullying is done behind closed doors, some in meetings or in front of co-workers. Bullying can be both verbal and non-verbal. Bullies dominate, want control, and threaten and diminish the targeted individual. Bullying can be personally devastating to the targeted individual, causing serious health issues (stress, flare-up of auto-immune illness, lowered self esteem, depression). Bullies are both male and female and select both strong and weak members of their team as targets.
Considerations When Preparing for a Challenging Conversation
Learn the six steps to navigate your way through a challenging conversation.
Delivering Effective Feedback
Find out how to give effective feedback in four steps.
Do’s and Don’ts for Responding When Your Behavior is Perceived as Offensive
Understand how to respond when your behavior is perceived as offensive.
Elements of an Effective Apology
An apology is a powerful means of reconciliation and restoring trust.However, sometimes even well-intentioned apologies can exacerbate a conflict. It may be helpful to consider what elements to include in a statement of apology to make it most effective and constructive.
Legal Referral Services
Find off-campus legal services (not an endorsement of services).
Top 10 Dispute Resolutions Skills
With the help of our top 10 dispute resolution skills, you can cover all the bases the next time you are trying to bring a complex conflict to an end.
Beating the Workplace Bully: A Tactical Guide to Taking Charge. Curry, Lynne, New York: AMACOM/American Management Association, 2016.
BIFF: Quick Responses to High-Conflict People, their Personal Attacks, Hostile Email and Social Media Meltdowns. Eddy, Bill, LCSW, ESQ. 2nd ed., Unhooked Books, LLC, 2011.
The Bully at Work: What You Can Do to Stop the Hurt and Reclaim Your Dignity on the Job. Namie, Gary and Ruth Namie, PhD. 2nd ed., Sourcebooks, 2009.
Conflict Management: A Communications Skills Approach. Borisoff, D. and D. Victor, 2nd. Edition, Pearson, 1997.
Constructive Conflicts: From Escalation to Resolution. Kriesberg, L. and B. Dayton, 5th Edition Rowman & Littlefield, 2016, https://rowman.com.
Controlling the Costs of Conflict: How to Design a System for Your Organization. Slaikeu, K. and R. Hasson, Jossey-Bass, 1998. www.josseybass.com.
Dealing with People You Can’t Stand: How to Bring Out the Best in People at Their Worst. Brinkman, Rick, and Rick Kirschner, 3rd Revised edition. McGraw-Hill Education, 2012.
Difficult Conversations: How to Discuss What Matters Most (Stone, Douglas, Bruce Patton and Sheila. Heen (with foreword by: R. Fisher), 10th Anniversary Edition. Penguin Books, 2010.
The Eight Essential Steps to Conflict Resolution: Preserving Relationships at Work, at Home, and in the Community. Weeks, D., Tarcher Perigee. 1994.
Getting to Yes: Negotiating Agreement Without Giving In. Fisher, R., W. Ury, and B. Patton; 3rd Edition Penguin Books, 2011.
Humble Inquiry: The Gentle Art of Asking Instead of Telling. Schein, Edgar H., San Francisco: Berrett-Koehler, 2014. Print.
Interactive Conflict Resolution (Syracuse Studies on Peace and Conflict Resolution). R. Fisher, Syracuse University Press, 1997.
The Keys to Conflict Resolution: Proven Methods for Resolving Disputes Voluntarily. Kheel, T. and W. Lurie (Introduction); Four Walls Eight Windows, 2001.
The Mediation Process: Practical Strategies for Resolving Conflict. Moore, C., Jossey-Bass, 4th Edition, 2014, www.josseybass.com.
People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts. Bolton, R., Simon & Schuster, Inc. 1979.
The Promise of Mediation: Responding to Conflict Through Empowerment and Recognition. Bush, R. Baruch and J. Folger; Jossey-Bass, 2005, www.josseybass.com.
When Push Comes to Shove: A Practical Guide to Mediating Disputes. Slaikeu, K., Jossey-Bass, 1996. www.josseybass.com.
Everyday Negotiation: Navigating the Hidden Agendas in Bargaining. Kolb, D and J. Miller, Jossey-Bass, 2003.
Gender and the Shadow Negotiation. Kolb, D., CGO Insights, 1998.
Getting Past No: Negotiating with Difficult People. Ury, W., Bantam Books, 1991.
Getting to Yes. Fisher, R. and W. Ury, Penguin Press, 1981.
Negotiating at Work: Turn Small Wins into Big Gains. Kolb, D. and J. Porter; Jossey-Bass, 2015.
Negotiating Power: Getting and Using Influence. Fisher,n R., 27 American Behavioral Science 149, 150-64, 1983.
“Negotiating with Emotion: High-Stakes Deal Making is Fraught With Feeling: Should We Really Ignore That?”. Leary, K., J. Pillemer, and M. Wheeler; Harvard Business Review, 2013
Staying with No. Weeks H., Harvard Management Communication Letter, 2004
“When David Meets Goliath: Dealing with Power Differentials in Negotiations”. Adler, R. and E. Silverstein, 5 Harvard Law Review 1-112, 2000, http://www.hnlr.org/article/archive.