“We no longer wish to participate in the ranking of people” Ghent University wants to become a place where talent feels valued and nurtured

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“A university is above all a place where everything can be questioned.”

My last two blog posts have been raising some critical questions about the viability and legitimacy of the scientific ‘enterprise’ in neo-liberal times. The Publish AND Perish blog post led to a lot of responses from colleagues within academic but also from the publishing ‘industry,’ including from the CEO of MDPI, Paul Vazquez. Coincidentally, a few weeks later, Ghent University in Belgium released a statement in which the university declared to go  – what I would call – ‘off-the-grid’ of commodification, marketization and economic globalization by turning towards, autonomy, (local) relevance, responsibility towards people and, hopefully planet as well, by creating spaces for transdisciplinarity, boundary-crossing and collaborative action (perhaps I am filtering the statement using my own lens – apologies if I do so). Below some excerpts form the statement which can be found here as well: Ghent University’s New Pathway

Here is the message from Ghent’s Vice Chancellor Rik van de Walle

‘We are transforming our university into a place where talent once again feels valued and nurtured’

(17-12-2018)

Our university should once again belong to the academics, rather than the bureaucracy, writes the rector of Ghent University, Rik Van de Walle.

Ghent University is deliberately choosing to step out of the rat race between individuals, departments and universities. We no longer wish to participate in the ranking of people.

It is a common complaint among academic staff that the mountain of paperwork, the cumbersome procedures and the administrative burden have grown to proportions that are barely controllable. Furthermore, the academic staff is increasingly put under pressure to count publications, citations and doctorates, on the basis of which funds are being allocated. The intense competition for funding often prevails over any possible collaboration across the boundaries of research groups, faculties and – why not – universities. With a new evaluation policy, Ghent University wants to address these concerns and at the same time breathe new life into its career guidance policy. Thus, the university can again become a place where talent feels valued and nurtured. We are transforming our university into a place where talent once again feels valued and nurtured.
With the new career and evaluation model for professorial staff, Ghent University is opening new horizons for Flanders. The main idea is that the academy will once again belong to the academics rather than the bureaucracy. No more procedures and processes with always the same templates, metrics and criteria which lump everyone together.
We opt for a radically new model: those who perform well will be promoted, with a minimum of accountability and administrative effort and a maximum of freedom and responsibility. The quality of the individual human capital is given priority: talent must be nurtured and feel valued.
This marks the end of the personalized objectives, the annual job descriptions and the high number of evaluation documents and activity reports. Instead, the new approach is based on collaboration, collegiality and teamwork. All staff members will make commitments about how they can contribute to the objectives of the department, the education programmes, the faculty and the university.
The evaluations will be greatly simplified and from now on only take place every five years instead of every two or four years. This should create an ‘evaluation break’. 

 

We opt for a radically new model: those who perform well will be promoted, with a minimum of accountability and administrative effort and a maximum of freedom and responsibility. At the same time, we want to pay more attention to well-being at work: the evaluations of the supervisors will explicitly take into account the way in which they manage and coach their staff. The model must provide a response to the complaint of many young professors that quantitative parameters are predominant in the evaluation process. The well-known and overwhelming ‘publication pressure’ is the most prominent exponent of this. Ghent University is deliberately choosing to step out of the rat race between individuals, departments and universities. We no longer wish to participate in the ranking of people.

Through this model, we are expressly taking up our responsibility. In the political debate on the funding of universities and research applications, a constant argument is that we want to move away from purely competitive thinking that leaves too little room for disruptive ideas. The reply of the policy makers is of course that we must first do this within the university itself. This is a clear step in that direction, and it also shows our efforts to put our own house in order.
With this cultural shift, Ghent University is taking the lead in Flanders, and we are proud of it. It is an initiative that is clearly in accordance with our motto: ‘Dare to Think’. Even more so, we dare to do it as well.
A university is above all a place where everything can be questioned.
Where opinions, procedures and habits are challenged. Where there is no place for rigidity.

 

I am absolutely convinced that in a few years’ time we will see that this new approach has benefited the overall quality of our university and its people.

Rik Van de Walle, rector.

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Reflection methods: tools to make learning more meaningful – new open access guide

CoverReflectionLearning

This guide for trainers, educators and facilitators, compiled/written by Femke Gordijn, Natalia Eernstman, Jan Helder, Herman Brouwer and published by Wageningen UR’s Centre for Development Innovation (CDI), summarises methods that can be used to facilitate the process of reflection on the knowledge and experiences people acquire during a capacity development trajectory or training event. The authors believe that by explicitly integrating reflection in the learning process the learning will become clearer and better articulated and will contribute more strongly to meaningful change. They advise facilitators to deliberately include reflective learning sessions in their process design and implementation. This handbook can inspire you to do so and provides many methods which help to facilitate this. I was asked to write a Preface in which where I suggest that dealing with complex and even ’wicked’ sustainability challenges, above all, calls for learning individuals, learning organisations, learning networks and even a learning society.

“But not just any kind of learning, the kind of learning that is able to make explicit and question our assumptions, values and ways of seeing the world, learning that invites us to continuously reflect on the tensions and contradictions between them, learning that reveals the powers and inequities that tend to keep things the way they are or force us in directions we may not want to go. In other words, learning that questions the taken for granted, the normalised, the hegemonic and the routine. But also learning that enables us to make change and to transform others, and ourselves while learning from trying to do so.” (From the Preface, p6)

The book which can be downloaded here:

Link to the Open Access PDF is accompanied by 7 online videos of reflection methods.

You will find them here: Videos and other resources

CDI

Intergenerational Learning and Transformative Leadership for Sustainable Futures

During the UN World Conference on Education for Sustainable Development held in Nagoya, Japan in November, the Fourth Edited Volume of the Dutch government supported Series on education and learning in the context of sustainability was launched: “Intergenerational Learning and Transformative Leadership for Sustainable Futures” edited by Peter Blaze Corcoran and Brandon Hollingshead. Here’s how the flyer of Wageningen Academic Publishers describes the book:

The work of creating the future is being done now – and much of it is unsustainable in terms of natural and cultural resources. How will the next generation of leadership for environmental sustainability be raised up? Can we imagine sustainable futures, and can we enable transformative leadership to help us realize them? How can we best ensure that the several generations share their particular knowledge? What are the ethical frameworks, methodologies, curricula, and tools necessary for advancing and strengthening education for intergenerational sustainability learning and leadership?

In this book, 82 authors from 26 countries across 6 continents seek answers in 32 essays to the many questions related to the intergenerational collaboration that holds promise for creating sustainable futures. The authors themselves represent a diversity of geography, gender, and generation – and include the institutions comprising the emerging International Intergenerational Network of Centers. They speak to key principles, perspectives, and praxes at the intersection of intergenerational learning and transformative leadership in thecontext of education for sustainability. The foreword was written by UNESCO’s Director General Irena Bokova.

CoverpngTogether with my colleague Valentina Tassone I wrote a chapter on the EYE for Sustainability Tool developed at Wageningen University to help engage students more meaningfully in the exploration of everyday sustainability issues. For more information go to Wageningen Academic Publisher’s website!

Other books in the Series can be found under ‘books’ in the menu bar on top of the page!