202 - Changing communities and challenging identities

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  • I’d like it to be a group discussion with people asking questions as we go along.I have a powerpoint to keep me in check but happy to pause at any point and explore issues as they arise.Opportunities to discuss also built in as we go along
  • A bit more about me in the day job, to explain how all this arose.Research project was based in the spinout company.
  • Increasing interest in academic capitalism and the inherent tensions between blue skies basic research and applied commercial contract research and productionFrustration, despair, anger, greed, hope, prayer – we had it all
  • Concerned with how staff affected and how as a manager I could deal with that.Also understanding why people might feel the way they do.Led to the formulation of my RQs like this.
  • Taking the second question first – looking at influences on the individual experience. Let’s consider the external environment
  • How much did their discussions agree with these? Some of the issues coming out of my research and which are reflected in the conversations they’ve just had (I expect)
  • What do people think – 5 mins to discuss in open group
  • One significant area which I covered in my research, although it reached further.Short presentation, picked one element. Chose it because it’s likely to be of particular interest to this audience. Also, the usual emphasis in the lit is around academic staff, so this was a cliam to originality
  • Talking about the lived experience
  • Contribution: Useful for modelling other aspects of organisational change within HE or indeed in other sectors
  • This is just for illustrative purposes – showing how I mapped my data onto this typology. I build up to this final scenario gradually.
  • Two aspects to the experience – the influence of world at large. Pressures. But also don’t forget the individual element. And the influence of the local group. Complex and personal process of meaning making
  • Reactions to the models presented – would it help as a management tool/ way of understanding? How far might it help in understanding your won environments and the challenges that you face?
  • Looked at the phenomenon at three different levels. Considered the analogy of the microscope at first. Author/researcher alters lens (own representation of the events). Three different objective lenses to look through.
  • Web reflected the complexity of the situation better – interconnecting points. But also sense of overlapping. Hence this simplified visual representation of the situation. Captures the sense of multiple and cumulative influences
  • In essence, the account demonstrates ways in which changing organisational directions affect individual lives. Three salient dimensions emerge: the role of the institution as mediator; the epistemic culture of biotechnology; and the development of hybrid roles and identities.
  • 10 minsWrite up salient points
  • Switch focus to your own experiences which will be varied and help to make a richer picture20 mins to discussDepending on numbers, could split into two groups
  • Hopefully we’ve covered these
  • AUA is primarily about CPD and networking – let’s make sure we do both!
  • 202 - Changing communities and challenging identities

    1. 1. AUA Annual Conference 2012Changing communities andchallenging identities: theimpact of the commercialspinout project on universitystaff
    2. 2. IntroductionsDr Rachel Birds r.birds@shef.ac.uk Head of Biological Services, University of Sheffield Formerly Warwick and Northumbria AUA Member since 2001, Fellow since 2009, Council 2008-11, Trustee 2011-2014 Postgraduate Certificate in Professional Practice graduate (PgCert) Doctoral student 2007-2012
    3. 3. Session outcomesBy the end of the session we will have:  Considered the external pressures on universities to seek additional funding streams  Critiqued the extent to which staff are affected by the commercialisation agenda  Shared experiences and good practice around managing the impact on colleagues  Collected at least two specific learning points based on personal experiences across various institutions (confidentiality assured!)
    4. 4. Background Professional manager in UK higher education Involved in various commercialisation activities over course of career In 2008, joined Board of Directors of a small university spin-off company in the field of biotechnology Between 2009 and 2011 conducted ethnographic study as part of EdD programme
    5. 5. Tensions
    6. 6. My research questions How is the commercialisation of HE experienced by individuals in the context of a university spinout company? How is the individual experience shaped or influenced?
    7. 7. External pressures
    8. 8. External pressures, internalresponses Concerns about the effects of the neoliberal environment on the contemporary university (Olssen & Peters, 2005) Concomitant changes to institutional management; “New Managerialism” (Deem et al., 2007) Changing organisational culture and individual identity: roles become blurred (Whitchurch, 2008)
    9. 9. Discussiontime
    10. 10. Emphasis Changing communities: theimpact of commercialisation on professional staff in HE
    11. 11. The experience of being ‘spun-out’ Four areas of significance: Change, Challenge, Culture and Confusion (The Four Cs) • Dichotomies • Distance The Significance Matrix: developing a typology • Illustrates spread of data • Two axes (actor as lens) • Social dimension relates to personal proximity, relationships • Process dimension reflects opportunities to contribute to business processes and decision- making
    12. 12. The Significance Matrix P R O C E S S SOCIAL
    13. 13. The Significance Matrix P R O C E S S SOCIAL
    14. 14. Shaping the experience Personal Environ- histories mental factors Collective process Sense-making
    15. 15. Discussiontime
    16. 16. Examining the experience 3 levels • Macro • Meso • Micro
    17. 17. A ‘web of influence’
    18. 18. Salient points
    19. 19. Discussiontime
    20. 20. In your institutions…Talk to your colleagues What experiences of commercialisation do you have? Has this experience changed job roles? How? Has this had an impact on staff identities? How can we manage this?
    21. 21. Session outcomesBy the end of the session we will have:  Considered the external pressures on universities to seek additional funding streams  Critiqued the extent to which staff are affected by the commercialisation agenda  Shared experiences and good practice around managing the impact on colleagues  Collected at least two specific learning points based on personal experiences across various institutions (confidentiality assured!)
    22. 22. What next? Make a note of your two learning points! (If you’d like) swap contact details with someone new you’ve met today
    23. 23. Thanks for participatingin this sessionQuestions orcomments?

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