ewart wooldridge plenary
TRANSCRIPT
AUA Annual Conference
‘The changing Psychological Contract in HE’
4 April 2012
Ewart Wooldridge CBE
Chief Executive
Leadership Foundation
‘What matters now’:
“What matters now, more than ever, is that managers expand their sense of stewardship and embrace timeless values such as truth, prudence and fairness. Unfortunately, these virtues have been notably scarce in recent years– particularly in the citadels of capitalism. What’s needed is a values revolution in business – and everyone who has a stake in the future of capitalism will have to do their part.”
‘What Matters Now’, (Gary Hamel, 2012)
Leadership lessons from the Tempest:
• Perfect storm?
• Shipwrecked universities?
• Prospero’s magic and leadership
The Psychological Contract
Psychological contract (the ‘Deal’):
Aggregate of reciprocal expectations between institution and its stakeholders (internal and external)
- sense of fairness/’fair deal’- dignity at work- collegial v corporate- expectations/perceptions of
leadership- sense of reciprocity in key
relationships- planned, not erratic or accidental
Stefan Collini’s: “What are Universities for?” (1)
“Universities are perhaps the single most
important institutional medium for conserving,
understanding, extending and handing on to
subsequent generations the intellectual, scientific
and artistic heritage of mankind...” we are merely
custodians for the present generation of a
complex intellectual inheritance which we did not
create – and which is not ours to destroy”
Stefan Collins’: “What are Universities for?” (2)
.. “the background implication in the
comments of some journalists and
politicians that ...many academics are little
better than middle-class welfare
scroungers indulging their hobbies at
public expense”
The Coalition View
‘I expect to see, in a university sector faced with the onset of
more competition and more demanding students, a ferment of
creative thinking on how to redesign course structures and
manage major change among staff so as to promote higher
quality but lower-cost teaching. I may be missing something,
but I haven’t seen much evidence of this.’
Rt. Hon. Dr Vince Cable MP, Secretary of State for Business, Innovation and SkillsHefce conference, 6 April 2011
New psychological contract for HE - a paradigm shift?
• Students as customer? Co-creator? Citizen?
• ‘Comprehensive’ to ‘differentiated’ institutions?
• Collaborative to competitive?
• HE Sector to HE ‘system’?
• Trusted to challenged?
• Certain to uncertain?
Critical leadership issues 2012 onwards
• Handling uncertainty and ambiguity
• Challenging inefficiency and reluctance to innovate
• Being entrepreneurial
• Making change happen
• Knowing how to collaborate and compete
• Perfecting the skills of engagement
• Applying citizenship creatively
• Being true to core values of HE
The ‘long view’ of change
‘All change is to ensure that we stay the same?’
Quote from Sir Peter Scott’s discussion paper for an LF Round Table event: ‘A New Deal for Higher Education- All Change, Slow Change or No Change’ – taken originally from The Leopard, by Guiseppe di Lampedusa (translation)
Disruptive innovation
• ‘Sustaining’ innovation vs ‘disruptive’ innovation
• New market mechanisms (contrived or real)
• Research and ‘Impact’
• “Unbundling” – separation or outsourcing of different parts of HE value chain
• Open educational resources
10 key issues
1. Leading the whole student experience
2. Public and societal engagement
3. Distinctiveness
4. Learning from Academic Leadership
5. Professional vs Academic Leadership
6. Alignment
7. Learning from other sectors
8. Entrepreneurial leadership of universities
9. New leadership qualities of challenge and support
10. Discovering the magic in leadership
(1) Leading the ‘whole’ student experienceCreating
Organisational Conditions
Culture,Curriculum,
Co-curriculum, Community
Modelling a Meaningful LifeSense of purpose,
Intentionality, Authenticity,
Identity, Reflection
Leadership of Learning
Knowledge of, and
involvement with, teaching and learning
Holistic Learning
Environment
Diagram taken from LF
Research- ‘Developing the whole Student..’
(Dr Kathleen Quinlan, Uni of Oxford 2011) –
From studies by Braskamp, Colby and Blackmore
(2) Public and societal engagement –
a ‘sheet anchor’
“Increasing integration of institutional
interest with the wider public good –
placing universities at the heart of social
and economic advancement”
UUK Report: Futures for HE: Analysing trends
• Winning hearts and minds
• Nurturing the next generation
• Creating space to thrive
• Stimulating a culture of debate and enquiry
• Fostering a sense of community
• Encouraging curiosity
(4) Learning from academic leadership
(5) Professional vs Academic Leadership
Professional Leadership
and careers
Academic Leadership
and careers
Third space
Diagram inspired by LF Research by Dr Celia Whitchurch on Professional Careers in HE (2008)
“For me, it’s more about
a job well done and
less about the cheese.”
(Harvard Business Review)
(6) Alignment
(8) Entrepreneurial leadership of universities
‘Entrepreneurs – and entrepreneurial organisations – always operate at the edge of their competence, focussing more of their resources and attention on what they do not yet know than on controlling what they already know.
They measure themselves not by the standards of the past (how far they have come) but by the visions of the future (how far they have to go). And they do not allow the past to serve as a restraint on the future; the mere fact that something has not worked in the past does not mean that it cannot be made to work in future’
Kanter R M, (1983), the Change Masters, Unwin Hymen Ltd, referenced in LF and CUC ‘Getting to Grips with Risk’ Report
(9) New leadership qualities of
challenge and support
• The interpretative leader – giving meaning
• The entrepreneurial/business focussed leader
• Confidence building
• Balancing support with strong challenge
• Offering a clear narrative and a ‘point of sail’
• Encouraging collaboration
• Energising
(10) Discovering the magic in leadership
“ We are such stuff as dreams are made on..” Prospero Shakespeare’s ‘Tempest’
“ The history of the struggle in South Africa
is rich with the stories of heros and
heroines, some of them leaders, some of
them followers. All of them deserve to be
remembered.”
Nelson Mandela
• Seeing new connections
• Transforming the obvious
• Crossing boundaries
• Using humour
• Underpinning with trust and respect
Where do we find the magic in leadership?