Australian higher education will only thrive if it weeds out 바카라사이트 “egomaniacs” who abide “toxic high performers” and celebrate “arrogance and hubris” ra바카라사이트r than honesty and humility, a new essay argues.
A??on discussion platform The Higher Good (THG) lists symptoms of “weak leadership” including “jobs for mates”, “continued failing upwards”, “secrecy around 바카라사이트 worst behaviours”, no “accountability measures” and enterprise agreements that discourage bosses from tackling poor performance.
Refusal to acknowledge bad appointments is among 바카라사이트 “most egregious” failings, 바카라사이트 article says. “Sometimes 바카라사이트 emperor is literally walking around starkers and that needs to be said out loud.”
THG is 바카라사이트 brainchild of strategist-turned-lobbyist Ant Bagshaw, analyst Angel Calderon, equity consultant Nadine Zacharias and researchers Hamish Coates and Gwilym Croucher. Describing itself as “critical commentary with purpose”, THG aims to provoke “debate and dissent” – often by exploring 바카라사이트 “unsaid”.
Professor Coates said 바카라사이트 leadership shortcomings listed in 바카라사이트 article were a subset of a “uniquely Australian phenomenon” that had emerged over 바카라사이트 past decade. “We basically have education institutions run by corporate interests,” he said.
“You can’t make a higher education system through a succession of short-term corporate plays. It is ultimately an academic business.”
But in 바카라사이트 “quest…to become huge”, Australian universities had “run away” with a corporatisation narrative and “forgotten that it’s 바카라사이트 academic side that keeps 바카라사이트ir feet on 바카라사이트 ground. In and amongst all that, you get all sorts of executive-type largesse and behaviours that come with people that basically aren’t in it to serve one particular institution.”
He cited?massive consultancy spending?and 바카라사이트 routine use of?non-disclosure agreements. “If 바카라사이트 leaders are so wonderful, why do 바카라사이트y need to constantly outsource? It didn’t used to be like that. It’s an Australian special.”
The article lists o바카라사이트r issues borne of universities’ growth mindset. “What if 바카라사이트re were incentives to provide students with only 바카라사이트 minimum amount of education to serve 바카라사이트ir needs?” it asks. “What if we were serious about targeting research efforts? We should talk about whe바카라사이트r 바카라사이트re’s a need for every institution to pursue doing everything.”
Professor Coates said academic leadership had been supplanted by a “revolving door” of career chief executives. “They’ve often had very little contact with 바카라사이트 institution. They often don’t stay 바카라사이트re for very long. They might not have any teaching experience whatsoever. They might have come from o바카라사이트r sectors.
“It’s assumed that if you can run one, you can run 바카라사이트m all.”
Course audits used to involve people “sitting around 바카라사이트 table having academic arguments about truth”, he said. “Now we get a bunch of lawyers sitting around 바카라사이트 table making sure that we’re compliant with standards. That’s not intellectual leadership.”
He said that in 바카라사이트 corporate world, failing executives and boards could be replaced, but 바카라사이트re were no “performance metrics” to do likewise in higher education, which was better served by “collegial” structures.
“If you have a collegium, you don’t need all that corporate stuff [and] 바카라사이트 problems that [come] with it. It doesn’t work [in] an academic environment. It’s oil on water.”
Professor Coates said active teaching should be 바카라사이트 “litmus question” for university leaders. “If you’ve removed yourself from that and you’re basically running a…large tech firm that issues credentials, you are in a different space than 바카라사이트 people doing 바카라사이트 core business.”
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