Now back to the Ed Biz, for a moment. An article in Times Higher Education last week caused something of a stir.
V-cs’ candid views slip out online. 2 July 2009 By Zöe Corbyn
Prematurely released paper reveals fears of staff revolution and desire to cash in, writes Zöe Corbyn
The article refers to a paper that appeared on the web site of the journal Higher Education Quarterly. It is Perspectives of UK Vice-Chancellors on Leading Universities in a Knowledge-Based Economy by Lynn Bosetti, University of Calgary, and Keith Walker, University of Saskatchewan. The paper quotes ten different university vice-chancellors (presidents) of UK universities. Some of the comments caused quite a stir when they were quoted anonymously in an article in Times Higher Education. But the paper soon vanished and still has not reappeared. A version that lacks some of the names is expected to appear soon. The original uncensored version has now appeared on Wikileaks. Its source is no great mystery since it was available to the public for a short time. It seems a pity if vice-chancellors want to hide their views, so here are a few quotations from the original version.
The Vice-Chancellor of Oxford, Colin Lucas, cautions:
“One of the greatest distortions is this sense that the only thing that universities are for, is to drive the economy. The core mission of universities is threatened by a narrow value system.”
Steven Schwartz was vice-chancellor of Brunel University until February 2006 when he became Vice Chancellor of Macquarie University in Sydney, Australia. He’s quoted as saying
We all know that education is a commodity that can be bought and sold, often at a very high price. So universities are busy doing that – charging students a large amount of money to study in England because it is a popular destination. Branding and marketing take the font seat and education is in the back. (S. Schwartz, Brunel University)
Reflecting on the traditional role of the university, the Vice-Chancellor of University of Oxford, Colin Lucas, is concerned that
“commodification threatens to destroy not only scholarly democracy but civilisation itself.”
“The vice-chancellor needs to have a network of people involved in ‘intelligence gathering’ to be able to swiftly deal with ‘even the faintest hint of a revolution’ (S. Schwartz, Brunel University)”
That sounds a bit like the secret police and their network of informers. Hardly a good way to get the loyalty of your staff.
“you have to lead with flow and authority.You can never be out of touch with what faculty are thinking . . . if in the end faculty don’t follow you, it isn’t because they are stupid, it’s because you are out of touch’ (S. Schwartz)”
And that seems to say that you need to know how faculty think, not in order to listen to their views, but only to know how to beat them. Perhaps it has never occurred to Steven Schwartz that he might, just occasionally, be wrong?
Drummond Bone succeeded Howard Newby (of whom more here) as vice-chancellor of the University of Liverpool. he also seems to regard the drive to corporatisation of univeristies as a war against his own staff.
“You need to start by setting the agenda for change, then you have to look at who is going to be a driver or champion of that change, who is going to be a passenger and who, quite frankly, is going to stand against it’ (J. Drummond Bone)”.
Steven Schwartz again.
“we filled our senior management positions with people who had never worked in universities before. The HR [human relations] person came from mining, another from banking. It’s probably made a big difference to Brunel and its ability to move, in that people aren’t weighted down with a lot of public service type history.”
This attitude seems to me to be at the heart of the problem. it is based on a mistaken idea of what it is that gives a university a good reputation. The reputation, at least in academia, is the sum of the reputations of eminent people who work there, Physiologists will think of Bernard Katz and Andrew Huxley. Pharmacologists will think of Heinz Schild and James Black, People in English literature may never have heard of them, but they will think of John Sutherland and Rosemary Ashton, Each of them gives UCL a bit of reflected glory..But nobody will think about our Public Relations attempts at corporate image building. The only way to have a great university is to have great people doing the research and teaching. Anything that makes a university unattractive to them will, in the long run, harm the place. And one thing that makes a university unattractive is the perception that it is run by people who view it as a business, and who know nothing about what makes the place great. The sort of people whom Steven Schwartz seems to have gone out of his way to employ.
I was asked recently by the head of media relations to answer some questions about UCL’s attempts to build its “corporate identity” (nice to be asked, for a change). My answer was that I though they probably did more harm than good. The reason for saying that is that they are, only too often, downright embarrassing. I’ve mentioned the examples of ‘sustainable degrees‘, the concordat fiasco and ‘research days‘. And the new-age junk forced on our research staff by Human Resources is acutely embarrassing. Luckily for UCL, all universities have pursued this corporate path, so there is nowhere to run to,
The general public, having lived through the Blair era, is able to detect vacuous spin when it hears it. And there is no shortage of that in universities now. The aim of science is to discover truth. The aim of PR is to disguise truth, They are utterly incompatible. In the words of the “unrepentant capitalist” Luke Johnson, in the Financial Times,
“I have radically downsized HR in several companies I have run, and business has gone all the better for it.”
Another way to dismepower academics Steven Schwartz, with his spy network, is quite excessively conspiritorial. There is a much easier way to do it, You have a consultation. You hold open “town meetings”. The opposition then reveal themselves. Having taken the precaution of neutering the academic board, you are under no obligation to take the slightest notice of what anyone else says, and public humiliation of opponents will ensure there aren’t too many of them. I have seen this plan in action. It works rather well, in the short run. In the long run, though, academics lose morale, loyalty and altruism when treated in that way. Vice-chancellors who behave like that are bringing their institution into disrepute.
This was poeted from the train to Edinburgh,where I’ll be giving the Paton lecture, on a related topics.
The modified paper has now been published in Higher Education Quarterly. And, guess what, Steven Schwartz’s name is not mentioned in it.
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