In my previous two posts, I have tried to express some of my views as to what makes a great research culture. But I am left wondering whether that is the right phrase – does the idea of great “research culture” capture what we are trying to build in our universities? On the surface it seems obvious – of course we want a great research culture! But is it limiting? What about our undergraduate and masters students – who supply the bulk of our funding? What about the way the university is run more broadly – and the culture among staff in administrative, professional, operational or facilities roles?
Start with our taught students. Our undergraduate and masters students operate within a broader academic culture. Sometimes they do research – as part of final year, summer, or masters dissertation projects – and in doing so may find themselves in research spaces (offices, labs, greenhouses, specialist libraries etc) or part of research teams. But mainly they don’t – interacting with teaching staff (who may or may not also be researchers) in formal spaces, and each other in spaces both formal and informal. What kind of culture do we foster among our undergraduates?
Obviously undergraduate life is and should be a broad experience – encompassing both academic and non-acadfemic activities – but at the same time we do want to foster an ‘academic culture’ among our students. As an undergraduate in a very traditional university, I have fond memories of the informal, peer-supported learning, as we worked on maths problems together, that was facilitated by the physical design of our student accommodation. One of my best memories was a midnight trip with fellow maths students to a local playground, where we investigated Coriolis and centripetal forces on the roundabout. Now, as a personal tutor, I have had tutor groups who would only talk about clubbing, and tutor groups who have talked about science. But the question isn’t so much either/or – students may well do both – the question is more something like this: if, as university leaders, we are trying to foster an atmosphere in which it is normal for students to have conversations or other shared experiences about academic matters, then is “research culture” the right phrase to describe what we are seeking, or are we seeking a more general “academic culture” that encompasses a way of being not only for our research staff and students, but also our teaching staff and students, accepting some degree of overlap in both categories? Or to put it another way, are there two separate enterprises associated with building a strong “research culture” among researchers, and a strong academic culture among taught students, or are are these two parts of the same goal?
Turning to broader aspects of academic culture. A current story: our university (like many others) is undertaking a review of its buildings, to ensure they meet the needs of staff and students as we return to campus “post” pandemic. The Researcher Academy (graduate school + support for research staff and supervisors; and on whose leadership team I serve) has a representative on this review committee – who is – amazingly – an (academic) architect. This of course makes sense – after all, this person is by far and away the most qualified of us to represent us in this review. This is also the very first time I have seen an academic’s expertise being used to support the running of the university. It really shouldn’t be radical – yet somehow it is exceedingly rare. In a counter-story, a couple of years ago we ran into potential trouble over possible breach of consumer protection law in changes to PhD project offers; when I suggested contacting a professor of consumer protection law (whom I happened to know) in our law school for some informal advice, this was seen as too radical to countenance. But why not? After all, this person (as with the architect) has the right expertise! I can go on. We have a world-leading nutrition department in our campus – but they have no input in the food served. We have world experts on organizational behaviour and industrial relations in our business school; are they called upon to support the running of the organization?
And it would be hubris to suggest that expertise exists only among academics, and not among professional or administrative staff. Recently, I have taken over a module in project management for our masters students. But while I have managed research projects, I am no expert in project management. So I have taken the (again radical, but shouldn’t be) step of finding a project manager in our Estates department to help me deliver this material who has the expertise an experience that I don’t have, which will benefit our students as we teach them.
Back to my key point. These stories all illustrate that we could be aiming for a broader “academic” culture – that respects and uses the collective expertise of the university in all its activities – including the way the institution is run – and not just research and/or teaching. Again, should the quest for this cultural orientation be seen as separate from the drive for an excellent research culture, or is it also bound up with it?