JOB ADVERTISEMENT DEPARTMENT MANAGEMENT DKV

Andreas Vogel submitted his resignation at the end of July. It has now been more than two months since the position of Department Head of the DKV has not been advertised. The reasons provided by the HSL regarding the current restructuring seem contradictory and insufficient. If the removal of responsibility for a dossier does not affect the percentage of the Department Head's position and its other areas of responsibility, it remains unclear why the position has not been advertised to this day. In connection with the directional decisions (innovation cluster, mediation), one inevitably comes to the assumption that a dissolution of the DKV cannot be ruled out. VERSO emphasizes the importance of representation and leadership of the entire DKV during the current discourses and developments.

Note (12.11.25): Andreas Vogel has been released from duty as of October 31, 2025, until the end of his notice period.

LANGUAGE

The evasive language currently used by the HSL to justify decisions makes it impossible to maintain a healthy culture of dialogue and participation. Vague formulations and the insistence on the term “directional decision” make it impossible for students to express criticism. This terminology allows the HSL to make decisions first and only later enable a discussion to circumvent a truly outcome-oriented process. A substantive engagement with the topics of (trans)disciplinarity and mediation must occur before any form of decision is made. As
a prerequisite for further decisions, we demand an evidence-based report on the assertion that inter- and transdisciplinarity are already sufficiently present in all departments.

TYPE OF DECISION-MAKING PROCESSES

Despite the outcome-oriented language, the directional decisions should be questioned regarding their content. Since the directional decisions involve significant changes, they must be justified. It cannot be the case that experts are consulted only afterward, evaluations are completed, and conferences on thematic areas are held. This contradicts a substantive engagement not driven by interest politics. This way of dealing with its employees, staff, and students by the HSL is concerning. The mission statement states that students take “responsibility for co-designing teaching and learning processes.” The corporate culture is described as based on “open communication, social responsibility, and a participative leadership style.” At the current time, we do not see these principles fulfilled.

PREVENTION OF SUBSTANTIVE DISCUSSIONS THROUGH
RESTRUCTURING

In addition to the directional decisions, further comprehensive restructuring of our university is also planned. Starting further restructuring of the entire university in the context of stabilization measures appears not only irresponsible but also strategically contradictory.
The university has just completed the costly and disruption-prone transition to the major-minor system. This reform has already significantly burdened the ZHdK financially and has not been positively received everywhere. The system still requires substantial revision and adjustment. From the students’ perspective, the major-minor system is far from concluded. One reform process after another paralyzes operations and forces all stakeholders into constant reactivity. The stakeholders are interdependent. If already now employees of the university are leaving due to increasing uncertainty, we see the quality in teaching and the substantive engagement with restructuring processes acutely endangered.