Archive for the ‘university’ category

Is it all about networking?

April 21, 2015

Right at the beginning of my academic year, when I was a new lecturer in an illustrious academic institution, an older colleague pulled me aside at a faculty reception and said, ‘I’m now going to give you the most important higher education lesson you’ll ever get’. And so for the next five minutes I sat next to him as he pointed one by one to everyone in the room and classified each one either as a ‘scholar’ or a ‘networker'; because, as he insisted, you could not be both.

He was I think aiming to recruit me to the ranks of what he considered to be scholars, and I guess that right now he is hugely disappointed in me, because he probably thinks I became a networker par excellence. In fact, is that really what a university head is – a networker, and nothing much else? You might almost think so from a piece written by two American university presidents in the Chronicle of Higher Education recently. Looking to give advice to new presidents, they suggest the following:

‘…Perhaps the single most important lesson that we can pass on to new university presidents is the indisputable importance of building and fostering relationships.’

Then they spell out which relationships need to be fostered, which it turns out is every possible relationship you could imagine, with absolutely everyone.

I am not ashamed of my skills as a networker. If we want to understand the society we live in and if we want to change it for the better, we have to be networkers. But networking is a means, not an end, and to put it to good use you have to understand and contribute to the larger scholarly purpose. So, the really good leader in the academy is both a networker and a scholar.

Gender in higher education: the contribution of governance

April 14, 2015

As a guest post on this blog recently explored, and as I’ve also noted previously, the higher education scene is not necessarily one of good practice in relation to gender equality. Women make up an increasingly large proportion of the academic community overall, but are still seriously under-represented in senior positions.

However it is not just employment practices in universities that deserve scrutiny, but also governance. In the review of Scottish higher education governance that I chaired in 2011-12, we found that women were not well represented on governing bodies, and as a result we made the following recommendation:

‘The panel therefore recommends that each governing body should be required to ensure (over a specified transition period) that at least 40 per cent of the membership is female. Each governing body should also ensure that the membership reflects the principles of equality and diversity more generally, reflecting the diversity of the wider society.’

This was picked up in the Code of Good Governance issued by the Committee of Scottish Chairs in July 2013, which included a wider principle of respect for equality and diversity, and a specific reference to equality goals for the independent membership of governing bodies:

‘The governing body, having due regard to applicable law, shall establish appropriate goals and policies in regard to the balance of its independent members in terms of equality and diversity.’

The chairs have now extended this commitment in a policy statement issued this month, with the following commitment:

‘[The chairs of governing bodies] will aim to achieve, on a timescale which may vary according to the circumstances of each Institution, a minimum of 40 percent of each gender among the independent members of the governing body; and will measure success by the extent to which this has been achieved for the sector by 2018.’

The commitment does not cover members elected by staff or students or nominated by external stakeholders, though these are encouraged to address the diversity commitment also.

How significant is this as an issue? I am pleased to say that since we assessed Scottish governing bodies in 2011 there has been some improvement. Most university governing bodies now have 30 per cent or more women members. The best in class is the University of Edinburgh, 51 per cent of whose Court members are women. A number of governing bodies (including my own) now have women chairs (of whom there were none previously). Scotland may be fact be out-performing other systems in these islands. A significant number of English universities score below 25 per cent, and most of the better performers are in the 30-35 per cent range. The same is true of Ireland, with Trinity College Dublin however managing 41 per cent (in what is largely an internal membership). The National University of Ireland Galway (NUIG), which recently has been in the spotlight for gender equality reasons, has a governing body 36 per cent of whose members are women.

Of course gender (and indeed diversity more generally) is not the only criterion to apply, but it is important, if we want to say with any credibility that universities are representative of the wider population and its aspirations, that governing bodies reflect this understanding. There is still some way to go, but there has been progress.

Furthermore, notwithstanding the criticism that the university establishments have tended to direct at my governance review, it is gratifying to see that we have had a perceptible impact.

Value in bad-tempered dissent?

April 7, 2015

A few years ago I was visiting an American university as the guest of its President. We were having a cup of coffee in a faculty cafeteria when a middle aged man walked in. The President turned to me and whispered, ‘This man is the scourge of my life. He publicly states his disagreement with everything I say and do. He turns up at every meeting and criticises my plans. I have devoted more nervous energy to this man than to the entire university community put together; and I resent it.’ It was a very striking and passionate statement from what I had hitherto experienced as a very even-tempered man.

But actually the President’s nemesis was not that unusual a member of the cast of dramatis personae of the academy. In fact, a whole article has recently been devoted to the ‘curmudgeons’ of higher education (in this case American community colleges). The author defined curmudgeons as follows:

‘They are highly visible on campus and can be identified easily by faculty, staff and administrators. Curmudgeons are contrarians who take enormous pleasure and pride in thinking otherwise. They can be cantankerous naysayers acting as self-appointed gadflies to the president or other leaders, including leaders of their own constituencies. Collaboration and civility do not seem to be values they hold in high esteem. They are quite vocal and opinionated and appear to prefer heated debate and prolonged circular discussion to solving problems and reaching consensus. Curmudgeons can be memorable characters with a certain flair or style, often using humor and sarcasm to play to their audiences.’

Respondents in this study overwhelmingly found the influence and impact of such curmudgeons to be negative. Some curmudgeons themselves argued otherwise, suggesting that they played an important role in restraining institutional heads as they sought to implement every new flavour of the month (or the ‘latest snake oil’ as one put it).

Of course, any university head who is honest will accept that there is genuine value in dissent, not least because it sharpens up strategy and ensures closer analysis of plans and strategies. Dissent is also in the end part of the intellectual academic tradition and should be recognised as such. However, in some cases curmudgeons, seeing the stress they can cause, become self-important and, occasionally, bullies. Some begin to see causing offence as the end rather than the means.

It is important that universities accept, respect and encourage critical thinking, when applied to corporate strategy as much as when applied to intellectual propositions. Curmudgeons, on the other hand, would do well to show respect to fellow members of the university, even where they disagree with them.

Higher education uncertainties

March 31, 2015

It has been said before in this blog, but this is a time of peculiar uncertainty, and therefore unpredictability, in higher education. In some systems, such as the English one, there appears to be a drift towards a largely private system – mostly not-for-profit, but with some for-profit institutions participating – from which the state has largely disengaged itself, except for a regulatory role. Other systems (like most European ones, and indeed Scotland) rely heavily on the taxpayer as the sole or main funder; but as public money comes under pressure, and the state has more direct requests of higher education notwithstanding the withdrawal of funding support, the robustness of this model becomes more questionable.

What governments and other stakeholders (including students) expect of higher education is also not always clear; but predominantly expectations appear to focus on the practical services that universities can provide to society. A recent report published by Ireland’s Higher Education Authority summarised the higher education mission as follows:

‘A strongly performing education system means that employment opportunities are maximised for individuals and communities; doing business is attractive for companies of all types, and there is a strong basis for a progressive, prosperous economy and society. Higher education provides the pipeline of highly-skilled graduates in an economy; it offers a dynamic research and development function to support industrial innovation and expansion; and it is a primary resource for vital re-skilling and up-skilling of the workforce.’

In the meantime a senior researcher in an American think tank, Kevin Carey, has suggested that many higher education institutions may not be able to adapt and survive in the changing landscape. He said this of today’s universities:

‘Historically, they have been among the most resilient of all human institutions. Many have troves of educational resources that can be used to adapt and thrive in the coming transition to technology-enabled education. Some will manage that journey successfully, others won’t. I do believe that the number of [universities] that go under will be much larger over the next 30 years than in the previous 30, and that those that survive will need to change their organizational models fundamentally.

The answer to all of this is of course that there is no one answer. There has for some time not been a single model for universities, and today’s changes in technology, demography and pedagogy will produce more variety rather than uniformity. This is a good thing, provided that the various models in play can be understood by and justified before the general public and its representatives. In this setting, universities themselves need to become less opportunistic and more principled, setting out clearly what their mission is and how this can support society’s needs, and then acting in line with that mission.

Today’s greater levels of scepticism surrounding higher education require a much better communication by universities of what they are all about: not what all of them are all about, but what they mean to do individually or in groups. In reality, we no longer have one singly higher education system; we have several. It would be a step forward to recognise that publicly.

A government plot to seize control? No.

March 10, 2015

This post first appeared in The Conversation on 5 March 2015

In British university leadership circles, one particular view has become commonplace: that any and all higher education legislation is prima facie an attack on institutional autonomy and a statement of intent by government to micro-manage the system. The debate sometimes doesn’t get as far as assessing the details of the legislation: the act of legislating on its own is unacceptable, irrespective of content.

There are shades of this in the responses to the Scottish government’s planned higher education legislation. For example one of the government’s proposals is to provide in a new statute that the position of university principal should be identified (but not named) as “chief executive officer”. That has been described by representatives of one university, according to a report in the Daily Telegraph, as a “telling and very worrying indication of the degree of control over universities that is being sought”. That response and comment could reasonably be described as particularly bizarre, since a clarification of an executive role gives no opportunity of any kind for government intervention or control.

The truth is, of course, that legislation in this or any sphere is neither inherently good nor inherently bad. It depends on the purpose and content of any proposed regulation.

Nor is this in any way restricted to higher education. The UK has an extensive framework of companies legislation, regulating corporate organisation and action – yet few would suggest that this interferes with the freedom of companies to trade independently. The question is not whether legislation is unacceptable per se, but whether it reflects and protects a legitimate public interest without interfering improperly in autonomy.

The Scottish government’s proposals are intended to implement recommendations made in 2012 by the review that I chaired on higher education governance. The report made it clear that institutional autonomy should be a key principle of the higher education framework, alongside academic freedom. But we also recommended that there should be a regulatory framework that assured transparency and openness and gave due recognition to the interests of the stakeholders in higher education. Universities are autonomous bodies, and should be. But their autonomy should not shield them from legitimate expectations that they engage with staff, students and external partners, or from the need to behave in an accountable manner.

None of this is about government control. None of our recommendations, and indeed none of the proposed elements of the government’s planned legislation, would give any power to ministers to interfere in the running of institutions. Indeed the government has made it clear that it has no wish to exercise any such powers.

It is of course perfectly in order to have a debate on the merits of the legislative proposals, and there is nothing wrong with people being sceptical about the details. But it is also right to expect that the assessment of these proposals should be based on analysis and evidence, and should wherever possible avoid hyperbole.

50 shades of sexism in the academy

March 5, 2015

Guest post by Dr Anna Notaro, University of Dundee

In a blog post entitled We have come a long way but…, Athene Donald, Professor of Experimental Physics at Cambridge University with an interest in matters of equality and diversity, while recognising the success of the Athena project launched back in 1999 and of the Athena Swan Charter, also acknowledges how too many departments still think that Athena Swan means ‘high profile events, counting how many women professors you have, and trying to get a higher award than the next department’.

As a sign of how successful the Athena brand has become the Charter, originally limited to STEM subjects, will be expanding later this year to include arts, humanities, social science, business and law departments. Some pilot schemes in the humanities have already been carried out last year; of particular interest is the report just released by the Royal Historical Society, where concern is expressed ‘about a macho work culture of intense competition and peer pressure, with no interest in a good work/life balance, in the context of a sector-wide climate of continually raised expectations of achievement in research, publication and grant-winning.’

Ireland is following suit with the launch on February 5th of an Athena SWAN pilot open to all publicly funded universities and institutes of technology. NUI Galway is taking a lead on the issue of gender equality by setting up an independent taskforce; however as retired Supreme Court judge Catherine McGuinness writes in the Irish Times, the issue of gender discrimination ‘is not unique to traditional sectors such as higher education or even to Ireland.’ This is sadly true. In fact according to a recent World Economic Forum report not one country has fully closed the gender gap yet (the UK has dropped from 9th to 26th place since 2006), and it will take 81 years for the worldwide gap to close if progress continues at the current rate.

Back to academia. An analysis by Thomson Reuters in association with Times Higher Education in 2013 demonstrated startling levels of gender inequality in research-intensive universities across the world. In the UK the Equality Challenge Unit’s statistical report for 2014 on Equality in Higher Education showed a persistent pay gap median of 13.6% between male and female academics, a decline in uptake and duration of maternity leave, few opportunities for part-time working across the whole higher education sector and the continued dominance of men in senior roles. Specifically, only 14% Vice-Chancellors and Principals are female, only 20.5% of professors are female, and in 2013 only 15 professors were BAME (black, Asian and minority ethnic) women.

On a positive note, one might celebrate the fact that more women are now reaching middle management and yet, as Tara Brabazon notes in her sobering piece Generation X Women and Higher Education:

‘These posts manage teaching staff, workload, timetabling and assessment: the ‘housework’ of universities…female academics into middle management is not the clean victory it appears. The structures have not changed. The assumptions about teaching ‘value’ have not altered.’

What is also troubling is that female academics remain very reluctant to bring cases over career progression or gender discrimination. This, according to Joan Donegan, deputy general secretary of the Irish Federation of University Teachers, is mostly due to isolation and lack of confidence.  In the UK I recall the case of Liz Schafer, a Professor at Royal Holloway who took legal action over her employer’s ‘scandalous’ professorial pay gaps.

Perhaps it is not so shocking that, as the author of a study on sexism in academia reveals, she had to find a way to tell women’s stories, without any hint of those women being identifiable, so afraid were they of negative repercussions. I think that there is enough evidence to attest that universities have a gender equality problem, one which is not ‘natural’ but – ironically, given the business universities are in – ‘cultural’. The question is how to solve it without waiting 81 years for the gender gap to close.

The first step is to acknowledge the problem, to talk about it in public fora like this one. Secondly, universities must not become complacent, they must be aware of the ever-present risk that policies and programmes (like the Athena Swan) aimed at addressing equality and diversity issues may become substitutes for action. Thirdly, conscious, structured, institutional efforts are needed to counteract unconscious and unintentional gender biases.

As judge Catherine McGuinness rightly put it in the opinion piece cited above, ‘systemic problems require systemic and not localised solutions’, hence corrections need to be built into our systems. Such corrections can include training, mentoring, leadership programmes, and as the Equality and Diversity in the REF: Final report advocates:

‘Funding bodies should consider more explicitly assessing measures to promote and support equality and diversity, as part of the research environment element of a future REF exercise.’

Lastly, quotas can be, even on a temporary basis, the corrections we need. Personally, I am persuaded by the research in this field, for example by the work of Curt Rice and Louise Davidson- Schmich. Significantly, one of the recommendations of the review of higher education governance in Scotland, chaired by the host of this blog in 2012  was that 40 per cent of all members of governing bodies should be women, and that institutions should work towards that aim. A synergy between universities and governments can deliver results, as the Flemish gender action plan shows.

In conclusion, the reader may have noted of course that the title of this post echoes the one of a popular erotic romance novel. This is no cheeky choice: as the writings of generations of gender studies scholars like Andrea Dworkin or novelists like Angela Carter have argued, sexuality and power converge to create masterful societal narratives, hence old romantic fantasies of dominant men happen to coexist, in our sexually saturated culture, with highly successful examples of macho management and leadership. The risk is that the permanence of similar models will tie women down far more than any rope ever could, trapping them forever in universities’ ‘ivory basements’.

Professorial elitism

February 24, 2015

An interesting study undertaken recently in the United States found that over half of all tenured university lecturers in a very large sample were graduates of just ’18 elite universities’ (which in the US would be a tiny proportion of the university sector as a whole). The study concluded that access to higher education was firmly established across the country, but:

‘… Most universities are not very successful at generating professors, and most people only get doctorates because they intend to go into academia. Should these lower-prestige institutions even bother granting PhDs at all?’

There are various observations and assumptions in all of this, and they are worth analysing. First, the assumption is that people who do PhD research are generally intending to be academics. Secondly, the study observes that a small number of elite universities educate most academics. Finally, this means that the academy, as distinct from the population it teaches, is hugely elitist.  If these assumptions are correct, and moreover if they are also correct for other higher education sectors beyond the United States, they should give us some cause for concern.

I am not aware of any similar study in the UK or Ireland, but it would not be excessively difficult to undertake. I would not claim to have done anything scientific, but I have taken three universities, two in the UK and one in Ireland, and have looked at a sample of their academic staff to see what the position might be. My initial impression (and I can hardly claim more than that) is that we don’t have the same phenomenon this side of the Atlantic. All three universities would be considered to be in the middle range rather than ‘elite'; in all three a significant proportion of academics are graduates of the institution they now teach in, followed by a group who are graduates of what one might call similar institutions. Of the 100 academics I sampled across the institutions, only three were graduates of Oxford or Cambridge. In fact Harvard and Stamford were better represented.

What am I concluding? First, that it might be interesting to do a more scientific study of our universities. Secondly, that if the higher education sector is to have any kind of cohesion and if it is to be successful at underpinning a reasonably egalitarian society, there should be a reasonable spread of universities whose graduates teach and research across all institutions. This is so in part because any move towards elitism will not just stay as intellectual elitism, it will quickly be social (or socio-economic) elitism also.

This is an issue to watch.


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