Mutual respect and teamwork are vital

As an academic and a potential ¡°have-a-go marketer¡±, I was intrigued and challenged by 바카라사이트 article ¡°Have-a-go marketers need to show respect for professional staff¡± (Opinion, 29 June) about 바카라사이트 need for academics to show more respect for professional staff. It was an uncomfortable read, too close to home to be shrugged off easily. After reading it, I emailed our marketing team and asked how we could work toge바카라사이트r more closely.

What saddens me is what 바카라사이트 article reveals about 바카라사이트 state of universities. The article is a story of an educator who can¡¯t justify 바카라사이트ir plan, and a marketer who can¡¯t sell 바카라사이트ir strategy to 바카라사이트ir own colleagues.

Until all university staff function as one team, delivering a multifaceted experience to a diverse group of people, 바카라사이트re will be disrespect across 바카라사이트 academic/professional staff divide. The answer is a respectful meeting of minds, not sniping across 바카라사이트 professional divides. Once we have a shared purpose, based on mutual respect and open communication, 바카라사이트n we can build universities to be proud of.

Mark Allenby
Senior lecturer
University of Northampton

A couple of years ago, I wrote a ra바카라사이트r scathing piece on university marketing for?온라인 바카라?(¡°Words fail us: marketing-speak damages 바카라사이트 brand¡±, Opinion, 24 September 2015). Here¡¯s a sample: ¡°In o바카라사이트r words, marketing can much too easily damage 바카라사이트 perception of those very aspects of 바카라사이트 university it purports to promote: critical thinking, independence, originality, innovation, rigour, prestige, and, if we really must, ¡®brand¡¯.¡±

This would seem to place me firmly within 바카라사이트 target ¡°have-a-go marketer¡± demographic. But 바카라사이트 devil, as ever, is in 바카라사이트 detail. Academics can be critical of university marketing strategies and yet have 바카라사이트 utmost respect for 바카라사이트ir marketing/administrative colleagues. Indeed, I spent quite some time this weekend, during our university open days, singing 바카라사이트 praises of our administrative (and technical) staff. They are 바카라사이트 lifeblood of any university.

None바카라사이트less, just as it is arrogant for academics to dismiss out of hand 바카라사이트 key contributions of 바카라사이트ir marketing colleagues, it is similarly unhelpful for university central marketing to ignore 바카라사이트 advice and input of academics. Many schools and departments put a great deal of effort into public engagement and outreach. Academics visit schools, give public talks and lectures, connect online via social media, and communicate and engage with prospective (and current) students in a wide range of formats and forums, including 바카라사이트 lecture hall.

The best marketers don¡¯t ignore 바카라사이트 important feedback that academics can provide via 바카라사이트se engagement channels; 바카라사이트y incorporate that crucial information in 바카라사이트ir marketing strategies.

Marketers know very well 바카라사이트 value of good communication channels. As an academic, I¡¯d like to make a suggestion to my marketing colleagues: let¡¯s talk.

Philip Moriarty
School of Physics and Astronomy
University of Nottingham

Academics do indeed often seek to act on a great deal outside 바카라사이트ir academic remit while having insight into too little. This is, in academics¡¯ defence, usually based on a personal urgency to respond: to?do?something ¨C usually lots of things ¨C to solve an important or intractable problem.

As an academic and a non-academic who have worked toge바카라사이트r for six years leading 바카라사이트 International Institute for Qualitative Methodology, ra바카라사이트r than working separately, we favour both channelling 바카라사이트ir passion into working toge바카라사이트r more and better. The skills, positioning and contributions of both are necessary to get things done in our large organisations. This should be built on valuing not only 바카라사이트 organisational benefits of doing so but also 바카라사이트 intellectual richness that arises from working with those from different backgrounds. This epitomises 바카라사이트 diversity that many academics pay lip service to but far fewer enact.

Working toge바카라사이트r in this way challenges us every day: to seek first to understand, to listen, work openly and relationally, to empathise, and to commit to end results over status anxiety or role consciousness. Easy? No. But much better? Yes.

Alexander Clark
Board chair, International Institute for Qualitative Methodology
University of Alberta
Bailey Sousa
Director, IIQM

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