“I wish to discuss important issues with the necessary depth”
Alex Widmer is the first spokesperson of the Heads of Department who is not a Head of Department himself. He explains in an interview where he sees the greatest challenges and what he wishes to achieve in his new role.
Raising departmental issues at meetings with the Executive Board: this is the key task of the spokesperson of the Heads of Department. This role has been upgraded in the new Organisation Ordinance that enters into force on 1 January 2025.
In line with a proposal from the rETHink organisational development project, it is no longer to be exercised by one of the current Heads of Department but by a former Head of Department. The purpose of avoiding the dual role of Head of Department and spokesperson is to enable more time to be invested in the function. In addition, an administrative office is to offer support and simultaneously ensure continuity. The new term of office of two years with the possibility of re-election will also contribute to this.
Alex Widmer is the first person to be elected to this newly defined role by the Heads of Department. He was spokesperson in the first half of 2024 and is now also assuming this function in the interim period.
Alex Widmer has been Professor of Plant Ecological Genetics at the Department of Environmental Systems Science (D-USYS) at ETH Zurich since 2005. He has been involved in various functions for the university in the course of his career, including as Director of Studies from 2007 to 2010 and member of the ETH Research Commission from 2012 to 2019. He subsequently served as Deputy Head until 2021 and then as Head of the Department of Environmental Systems Science until the summer of 2024. He has also acted as spokesperson of the Heads of Department in the first six months of the year.
Mr Widmer, where does the greatest challenge for the spokesperson of the Heads of Department lie?
This is undoubtedly the lack of time. Many issues are complex and frequently arise at short notice. Once the semester with all its business is under way, it’s practically impossible to bring the Heads of Department together. There is a precise time window for this: the two hours preceding the meeting with the Executive Board. Managing as far as possible to reflect the different viewpoints, opinions and priorities in these 120 minutes is a challenge in itself.
How can a consolidated position still be achieved notwithstanding this?
I think a consolidated position is not realistic and also cannot be the goal. In my view the aim should be to pinpoint issues concerning different departments to such an extent that it makes sense to discuss them in the joint body with the Executive Board. The departments themselves can discuss individual issues directly with the responsible members of the Executive Board.
Why is no consolidated position of the departments needed at meetings with the Executive Board?
No resolutions are passed at the joint meetings; the responsibility for decisions generally lies with the Executive Board. The Heads of Department therefore do not in the first instance need a consolidated position or shared viewpoint. The important thing is that the Heads of Department are able to share and discuss their questions, difficulties, experiences, opinions and suggestions directly.
How do you find the discussions with the Executive Board?
The collaboration is generally very constructive. I have the impression that we discuss things very openly. In the case of complex issues it is always possible that certain aspects might not be addressed. This is virtually unavoidable due to the limited time. We therefore greatly appreciate the opportunity to meet twice a year for an entire afternoon with the Executive Board and engage in in-depth discussions.
What would you like to achieve in your new role?
I wish to create the conditions for addressing topics at the right level. We need to be able to discuss important issues with the necessary depth at our meetings among the Heads of Department and with the Executive Board. This means we need to find a way of removing those issues from the meetings that we can solve better at a different level.
Which issues do you have in mind?
Cleaning is an example of an issue that frequently arises and is discussed emotionally. However, we are unable to find a solution at the meetings with the Executive Board. I have no doubt in my mind that we would be better off addressing issues such as this at a different level and finding ways together with the experts to enable them to be implemented feasibly.
Are there other things you’d like to address as spokesperson?
Perhaps the way we discuss suggested changes at the meetings. None of us likes making changes to a system that essentially works well as it is. Nevertheless, we are being confronted with changes at a high frequency. I think we would be well advised to consider precisely in each case the benefits and drawbacks they entail. It seems important to me that we work out whether we’re rejecting a change because it entails drawbacks or because we’re just not keen on change.
You’ve been involved on boards ever since you were appointed an ETH professor. What motivates you to take on such tasks?
I studied at ETH and was also a postdoctoral researcher and senior scientist here. I owe the institution a great deal and it is something close to my heart. I greatly value the opportunity to play a part and bring about change at ETH in the spirit of the Swiss democratic system. ETH thrives on this bottom-up engagement. At the same time, it isn’t always easy to motivate professors to get involved in institutional matters. It’s often the same people who assume such functions. It would be nice if we were able to win over more colleagues for this.
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