By Martin Vogel
This is the third in our series looking at how our counter-consultancy approach meets the needs of higher education institutions. Here we explore the complex nature of university cultures and how we use conversation and reflection to mobilise distributed leadership.
Interdisciplinarity can address a university’s need for funds and a distinctive marketing proposition but also the individual academic’s need for compelling research opportunities. If each university has unique research strengths, these can be synthesised into interdisciplinary ventures which pursue approaches to research excellence that can’t be replicated easily elsewhere. This creates compelling reasons for funds, students and academics to gravitate to particular institutions. It counters a view of higher education as a largely undifferentiated, instrumental business with one which construes it as comprising diverse institutions each with intrinsic value and distinctive contributions to make to the world’s knowledge.