Warsaw Seminar Melita Kovacevic
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Transcript of Warsaw Seminar Melita Kovacevic
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University Strategies in the Field of Competences for the Future
Melita KovačevićVice-Rector for Science and Technology
University of Zagreb
Seminar for Bologna and Higher Education Reform Experts, University of Warsaw, October 23-24, 2009
UNIVERSITY OF
ZAGREB
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Topics:
new demands on university ERI triangle obstacles and constraints for change importance of research strategies: a look into (close) future
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On World Class University:
“Everyone wants one, no one knows what it is, and no one knows how to get one”
(Altbach, 2004)
New demands on university
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Globalisation
- it affects all human activities and processes- demand for more research and research practices to
address them
- need to promote a future development of a knowledge-based society, both in developed and developing
countries
an increased strategic role for universities
(WB, OECD, EU…)
New demands on university
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EHEA
ERA
European vs. World perspective
- new HE market
- new demands
- changing rules
New demands on university
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Why?
Facts on ERI triangle
Research
Technology Transfer
Education
“University should be driven by societal and economical changes”
Georg Winckler, EUA President
Dubrovnik – October, 2007
ERI triangle
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Three roles of a modern university in the modern knowledge economy:
- Higher education-Research and development
- Innovation and technology transfer
Facts on ERI triangle
ERI triangle
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1. Research
2. Teaching
3. Innovation
4. Internationalization
5. Regional impact
University classification (and ranking)
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University reform restructuring
Global economic crisis European additional booster Local
World class universities good (local and regional) universities comprehensive universities field-oriented universities research universities old and new universities
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(Some of the) questions to be answered:
1) What is our aim?(e.g. local relevance vs. regional,
research vs. teaching university)
2) What and who is in our focus?(e.g. individual, personal position now
or position of others tomorrow? personal and/or institutional profit or
institutional development? )
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3) The level of institutional ambitiousness do we want to be one of many or one of
few?
4) What is our critical mass?e.g. research
qualitative administrative support good quality teaching innovation
5) How to reach critical mass?
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extending the frontiers of knowledge transferring knowledge into new products and
services
however
Importance of research
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research ≠ knowledge ≠ innovation the need for innovation-driven economy and/or for the
transfer of knowledge into innovation does not imply innovation-driven research
research results can not be ordered or preset the time scales of research ≠ policy makers ≠ short-term
profit research is one of human activities the most under the
pressure of competitiveness and continuous quality assessment
Importance of research
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Top 20 world universities:
1. Harvard (US)
2. Cambridge (UK)
3. Oxford (UK)
4. Massachusetts (US)
5. Yale (US)
6. Stanford (US)
7. California IT (US)
8. Berkeley (US)
9. IC London (UK)
10. Princeton (US)
11. Chicago (US)
12. Columbia (US)
13. Duke (US)
14. Beijing (China)
15. Cornell (US)
16. Australian National Univ. (Austral.)
17. London School of Econom. (UK)
18. ENS Paris (France)
19. Singapur
20. Tokyo University (Japan)
Top 50 European universities:
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Academic Conservatism
Preservation of values
Long history
Tradition
Recognized value
Accumulated knowledge
Generation Gap
Richness Denial
Destruction
Neglecting reality
Persistence to change
Inaction
Obstacles and constraints for change
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knowledge society universities are taking most prominent role
nucleus of knowledge producing system
HOWEVER
there is discrepancy btw society and university changes
Obstacles and constraints for change
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how do universities adapt to new challenges?
their learning capacities are of central relevance
the pace of change is lagging behind the societal needs
adopting to new requirements could be cumbersome process
Obstacles and constraints for change
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What to change?
institutional role internal structure personal obligations, responsibilities, rights role of administration overall system of communication among the
parties efficiency
Obstacles and constraints for change
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Who has to change?
institution/s structural changes academics students administration people, system
too much? possible? do we want it? how much do we have ?
personal level
Obstacles and constraints for change
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Existence of long tradition of academic conservatism Resistance to change Structural demands Human resources Treating HE as cost, not investment “Here and now” approach instead of long-term vision Not respecting / considering more global context
Obstacles and constraints for change
Academic issues:
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Reluctance on both sides-university/industry Frequently not a partner but service relationship Not defined IP rules
• Who owns the product?• What are the conditions?• Why is it important to define the rules?
Personal vs. Institutional involvement and benefits Tradition
Opening towards Society
Obstacles and constraints for change
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internal resistance to organizational
changes at universities
HOWEVER, historically
universities have been viewed as trendsetters and change agents for society at large
confusing controversy even for academics
Strategies: a look into (close) future
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Possible conclusions (with open questions)
Role of universities and society changes– Faster than we would like? Ready to follow?
It is inevitable to balance all parts of the triangle– What do we need to do that?– Competitiveness is must
Are we ready to restructure our system within the wider global framework?
Strategies: a look into (close) future
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Must
University must open towards society
Dangers
Losing academic aureole
Future
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how universities can meet new needs:
tradition new demands
society
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mission
university strategy
vision
- - - - -- - - - about a change
SWOT – starting point
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there is a need for change context is changing, society has new demands
let’s explore how we can be a generation of changes how to match new demands!
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“We do not have to fight tradition; we must build and develop new ways based on tradition and accumulated experience”
Aleksa Bjeliš, RectorZagreb, 2009
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Thank you