Malcolm Grant: Differentiation, not imitation

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Malcolm Grant, president and provost, University College London discusses the idea that the excellence of a university should not be defined by leagues tables.

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Malcolm Grant: Differentiation, not imitation

  1. 1. University College London<br />London’s Global University<br />
  2. 2. University College London<br />London’s Global University<br />Building a world-class university<br />THE London<br />30 September 2010<br />Differentiation, not imitation<br />
  3. 3. University College London<br />The rubric . . .<br />Don’t allow the idea of a world-class university to be defined by league tables. That way lies uniformity and monotony. <br />Diversity is one of the tertiary sector’s greatest strengths, and it is a quality beyond the capacity of any league table to measure. <br />Building on diversity is a fundamental responsibility of autonomous self-governance.<br />London’s Global University<br />
  4. 4. University College London<br />Main themes<br />What is a university?<br />What is a world-class university?<br />The shortcomings of global league tables<br />Daring for diversity<br />The responsibilities that flow from autonomous self-governance<br />Adapting leadership to mission<br />London’s Global University<br />
  5. 5. University College London<br />The nature of a university<br />Newman and the liberal arts<br />Humboldt and advancement of knowledge through research<br />Newman: "If its object were scientific and philosophical discovery, I do not see why a University should have students“<br />The global reality of mass higher education<br />London’s Global University<br />
  6. 6. University College London<br />The hallmarks of a world class university?<br />London’s Global University<br />a high concentration of talent (faculty and students), <br />Jamil Salmi, The Challenge of establishing World-Class Universities World Bank 2009<br />
  7. 7. University College London<br />The hallmarks of a world class university?<br />London’s Global University<br />a high concentration of talent (faculty and students), <br />abundant resources to offer a rich learning environment and to conduct advanced research,<br />Jamil Salmi, The Challenge of establishing World-Class Universities World Bank 2009<br />
  8. 8. University College London<br />The hallmarks of a world class university?<br />London’s Global University<br />a high concentration of talent (faculty and students), <br />abundant resources to offer a rich learning environment and to conduct advanced research, and <br />(c) favorable governance features that encourage strategic vision, innovation, and flexibility and that enable institutions to make decisions and to manage resources without being encumbered by bureaucracy.<br />Jamil Salmi, The Challenge of establishing World-Class Universities World Bank 2009<br />
  9. 9. University College London<br />UCL’s position in global rankings 2010<br />4 QS<br />13 Global Universities Ranking<br />17 Taiwan<br />21 Shanghai Jiao Tong<br />22 Times Higher Education<br />36 World’s High Ranking Universities<br />63 Webometrics<br />81 iCU<br />London’s Global University<br />
  10. 10. University College London<br />The league table problem<br />What is the question?<br />What are the indicators?<br />What are the best proxies?<br />How available and robust are the data to measure the proxies?<br />How well can they bear the weight for valid inter-institutional and international comparison?<br />How are they to be weighted?<br />Handling outliers<br />Moderating claims for outcomes<br />London’s Global University<br />
  11. 11. University College London<br />The league table problem<br />What is the question?<br />London’s Global University<br />
  12. 12. University College London<br />The league table problem<br />What is the question?<br />What are the indicators?<br />London’s Global University<br />
  13. 13. University College London<br />The league table problem<br />What is the question?<br />What are the indicators?<br />What are the best proxies?<br />London’s Global University<br />
  14. 14. University College London<br />The league table problem<br />What is the question?<br />What are the indicators?<br />What are the best proxies?<br />How available and robust are the data to measure the proxies?<br />London’s Global University<br />
  15. 15. University College London<br />The league table problem<br />What is the question?<br />What are the indicators?<br />What are the best proxies?<br />How available and robust are the data to measure the proxies?<br />How well can they bear the weight for valid inter-institutional and international comparison?<br />London’s Global University<br />
  16. 16. University College London<br />The league table problem<br />What is the question?<br />What are the indicators?<br />What are the best proxies?<br />How available and robust are the data to measure the proxies?<br />How well can they bear the weight for valid inter-institutional and international comparison?<br />How are they to be weighted?<br />London’s Global University<br />
  17. 17. University College London<br />The league table problem<br />What is the question?<br />What are the indicators?<br />What are the best proxies?<br />How available and robust are the data to measure the proxies?<br />How well can they bear the weight for valid inter-institutional and international comparison?<br />How are they to be weighted?<br />Handling outliers<br />London’s Global University<br />
  18. 18. University College London<br />The league table problem<br />What is the question?<br />What are the indicators?<br />What are the best proxies?<br />How available and robust are the data to measure the proxies?<br />How well can they bear the weight for valid inter-institutional and international comparison?<br />How are they to be weighted?<br />Handling outliers<br />Moderating claims for outcomes<br />London’s Global University<br />
  19. 19. University College London<br />The potentially perverse consequences<br />Can relative and comparative institutional performance ever be credibly captured by league tables? <br />The risk of driving convergent behaviour<br />The problem of instability and volatility<br />The data gathering burden<br />Risk of misuse as a performance indicator by:<br />University councils<br />Governments and funding agencies<br />Commercial competition between league table publishers; Multi-rank; the RAE/REF<br />London’s Global University<br />
  20. 20. University College London<br />The essential qualities of diversity<br />Responsibility of autonomy<br />Mission definition and refinement<br />Values: meritocracy; open institutions; focus on excellence<br />Geography<br />Competition and collaboration<br />Fortune<br />Self-confidence<br />London’s Global University<br />
  21. 21. University College London<br />UCL priorities<br />Mission: multi-disciplinary; research-led<br />Focus: develop postgraduate provision; major emphasis on health<br />Geography: London and globalism; international campuses<br />Competition and collaboration: the UCL-Yale collaborative <br />The social responsibility of universities<br />Generating new interdisciplinary initiatives – the Grand Research Challenges Programme<br />Founding a new high school<br />Compulsory second language<br />Liberal arts programme<br />London’s Global University<br />
  22. 22. London’s Global University<br />

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