Connecting research and teaching

One of the academic stereotypes often bandied around is that we only have eyes for our own research – teaching is an irritating and burdensome responsibility.  While there may be some out there with that attitude, my experience so far is that many academics enjoy many aspects of teaching.  They find motivation and reward, even delight, in the various interactions they have with students and the intellectual development that they witness.  Prioritising teaching over research can be a function of the great pressure on time during term, but can also arise from a deep-seated sense of the value of teaching, the privileged position you have as a tutor.

We should read sceptically the claims about the almost osmotic transfer of excellent research into excellent teaching.  All too often, such claims have political audiences in mind; they are conditioned by designs for territorial defence – both in ideological and in financial terms – on the part of the ‘elite’ universities and their representatives and advocates.  That’s not, however, to say that there’s no relationship between what we do in the archives (or the lab) and what we do in the classroom.

Revisiting my notes on the nineteenth-century Jewish periodical I studied for my Master’s research over a decade ago has been a bit of a revelation.  I have found delight in rediscovering the material and thinking about what I could do with it now (a couple of articles on Jewish citizenship and Romantically-influenced concepts of the role of religion in the state are taking shape).  Developing a proposal with a colleague  for a project on the architecture and public history of parliament buildings has been energising and exciting.

If that delight in, that energy for doing history ‘shows up’ when you teach, irresistably bubbling up to the surface, surely that’s a valuable connection for students?  So, as we teach, we’re also modelling being historians of different kinds, and encouraging our students to join in the ongoing conversation about the past, its interpretations and meanings.  I hope that my own sense of engagement with being a historian ‘shows up’ and that I can help my students find similar excitement in aspects of their studies.  Whatever course each student’s life ends up taking, knowing what intellectual excitement feels like, being able to look for it and recognise it when you find it, is surely an asset.

Being a researcher doesn’t automatically make you a better teacher.  There are teachers who communicate delight and enthusiasm for their subject without being actively engaged in research.  Where academics are doing both, we should offer more nuanced understandings of the connections and flows between research and teaching – in both directions.

Policy advisers: out of the top corridor and into the classroom?

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The university policy adviser is now a fixture in higher education.  At least, there are enough of us that we’re now getting organised.  There’s a large Political Affairs Network under the auspices of UUK that brings together policy, comms, strategy and related staff as well as a smaller, more informal collective of VCs’ policy advisers and exec officers, now named the Lighthouse Group (after Plymouth’s Caroline Chipperfield handed the attendees of the first get-together snazzy lighthouse phone charms).

We work to very different VCs with very different institutional aims, but in practice the similarities are surprisingly many.  One of the main similarities is also the source of one of the main challenges: we work in VCs’ offices.  Maybe not in physical terms that far from where the core business of the university happens, but sometimes it may as well be.  It would be relatively easy to stay in the bubble of the ‘top corridor’ and only interact with other parts of the university when we need a ‘crunchy’ case study for an MP’s briefing note, some figures for a speech or an amenable group of students for a ministerial visit.  That is of course a crude characterisation (all the HE policy advisers I’ve met have genuine dedication to their institutions).  And we do need access to – and the trust of – the executive team to be effective. But I wonder if that’s only half the argument.

Would we be better policy advisers if we were also part of ‘core business’?  More aware of operational realities, more part of the fabric of the place and more able to bridge the corporate and academic ‘levels’, both as advisers and advocates?

Some could get involved in teaching and supervision, building on (or developing) their academic credentials or team teaching to integrate their professional expertise on politics, government, journalism or management.  Others have come by different routes and could contribute to student administration, marketing or recruitment.  Of course, some of these roles would need significant commitment – a genuinely dual or hybrid role – whereas others could be fulfilled on a less formal basis.  And there would need to be mutual benefit and a collaborative approach – no-one would want a tokenistic effort that involved more trouble to accommodate than it was worth.

Personally, the best and most fulfilling thing I have done has been taking on an academic role.  It has clarified my sense of self and opened up a whole new future.  But even if you’re a dedicated follower of policy, getting some experience of ‘core business’ has got to be worth considering.  From the university’s perspective, why shouldn’t policy advisers be expected to  ‘practise what they brief’, if only to make them better advisers and advocates?  From the adviser’s perspective, we can develop that rare combination of profile and substance that is often lacking in politics (with the well-established special adviser route to ministerial status).

As I’ve argued before, it’s a shame that university systems and structures create parallel tracks for staff that make any such innovation difficult.  Making it happen relies on the entrepreneurship and enthusiasm of those involved (on both sides).  But maybe working on the ‘top corridor’ is only worth it if you also know how to work outside it.

‘Science’ and ‘arts’: should we play in each other’s fields a bit more?

I find science and maths a real draw.  I often listen to The Life Scientific, Material World and More or Less podcasts ahead of more predictable favourites Making History, The Long View and History Today (though maybe not Friday Night Comedy…)

It was interesting to hear the recent  interview on TLS with Sunetra Gupta, novelist and professor of theoretical epidemiology, in which she refused to recognise a division between science and arts, only different ways to express ideas.

From this perspective, the early commitment of Hatfield Technical College to Liberal Studies seems ahead of its time.  All students were to have 10 per cent of teaching time allocated to subjects such as History, Economics, Politics, Geography and Modern Languages.  It was thought that educating the next generation of engineers and technologists in this balanced way would serve the national interest.  So it was rather fitting that C P Snow became the then Hatfield Polytechnic’s first Visitor in 1972.

The humanities have since come into their own as the institution broadened its scope and the model of reserving time for accessing another ‘culture’ did not survive.  Now it seems an unrealisable ideal – and student choice may be delivering a narrower range of experiences than was imposed in the 1950s.  Would we now be prepared to mandate that all students should take a module a year from different Schools or Departments?  What would be the demands on lecturers or the effects on the ‘home’ students?  What would be the implications for students’ grades?  Then again, if we did do it, what might be the returns?

While academics tend to have a strong sense of disciplinary identity, many of us also have an inclination for greater integration of different ways of expressing ideas.  And these may well currently be manifested only in podcast preferences.

But there is often more than unites than divides us.  I often find Alice Bell’s blog Through The Looking Glass setting off some mental sparks and work aligning scientific and historical method has proved hugely interesting and useful. The case for interdisciplinarity between ‘science’ and ‘arts’ in meeting some of the biggest challenges we face, such as climate change or an ageing society, is now being made in stronger terms. But how often do we actually bridge the divide? Or if we do, do we tend to contribute to the greater whole from our respective positions as specialists in our disciplines, rather than getting to ‘play in each other’s fields’?

Public history and public policy: A view from across the pond

A re-blog of my recent post on the National Council on Public History’s Public History Commons, History@Work (comments welcome – please add to the original):

Looking from across the pond, the maturity and scale of public history as a discipline and a sector in the US is a striking phenomenon.  The narrative is well-established: the crisis in the academic job market; the emergence of new contexts for historical employment, in preservation, education and regeneration; the entrepreneurship of universities in structuring the supply of skilled professionals through new programmes emphasising workplace skills and experience.

The story is of course rather longer and more complex, nuanced and interesting than this, as I discovered during my comparative research on public history in different national settings.  In the UK, the contrast could not be more marked. The academic discipline here has also experienced periods of contraction and pressure.  But we have not seen the ‘push’ factor from higher education in terms of imagining (and foregrounding) the many pathways a historical education could lead to (and hence also what historical education could mean).  Nor is there much evidence of the ‘pull’ factor from employment markets such as government or business for historically-oriented roles.

The absence of such drivers for development and innovation is, I think, one element of the explanation for why public history in the UK remains rather tentative, even marginal, gaining some traction only in a few universities and remaining preoccupied with a narrower agenda than the American field.  Apart from a small number of pioneering MA courses, public history tends to be represented only by a single module in a ‘mainstream’ history programme.

One of the connections we have largely missed in the UK – to our detriment – is that between history and policy.  And here the US example is illuminating.   There have been some attempts to inform policy making–most notably the History and Policy network, which has done vital work in putting the cause of better public policy on the historian’s radar and raising the profile of the study of the past with politicians and the media.  These efforts have not, however, been located within a broader public history field.  One consequence of this, it seems to me, is that such efforts draw on the methodological models of academic history rather than seeking to create user-oriented and collaborative alternatives.

The importance of such alternatives is persuasively put by Duncan Macrae, Jnr and Dale Wittington in their 1997 work on expert advice for policy choice.  As few policy problems can be addressed by one expert community alone, cooperation and division of labour across disciplinary boundaries is needed to equip the decision-maker with the best possible advice. Communication must run, they argue, not only between experts but also between experts and users – and in both directions.  Macrae and Whittington draw attention to the benefits of having instruction in public policy analysis built into training in the basic disciplines, so that graduates are able to translate their specialism into salient policy advice (whatever the context they may work in).  History is only given a passing reference, but the work has much to offer the wandering public historian with an interest in policy.

I hope that as the academic history community in the UK develops its undergraduate and graduate programmes in public history, we will be open to such possibilities.  There is much we can learn from the US in this regard.  We should also take note of how early in the development of the professional discipline a sense of the importance of historians’ contribution to democratic institutions and processes emerged (for example, Benjamin Shambaugh’s School of Iowa Research Historians).

I am very much looking forward to hearing Shambaugh’s biographer and former NCPH President, Professor Rebecca Conard, speak at this year’s Higher Education Academy conference on Teaching History in Higher Education.  Public History can and should be so much more than museums and archives, heritage and commemoration, important as those dimensions are.  It is, in Alfred J. Andrea’s words, the application of ‘the dimension of historical time in helping to meet the practical and intellectual needs of society at large’.  And that is a definition worth aspiring to.

Parallel tracks 2: Academic/professional divides in universities

I blogged back in March about how the development of intellectual capacity and that of employability skills are too often regarded as parallel tracks in higher education.  Such false dichotomies often create impasses, and impasses inhibit the ability to adapt, respond and innovate.

Another such divide is that between academic and other staff in universities.  In newer institutions, such staff may be called ‘professional’ rather than ‘support’ staff as a way of capturing their ‘different but equal’ status in the running of the organisation.  Many other companies and organisations have taken similar measures.  As a symbol of corporate-level recognition of the contributions different roles make to the whole, this is to be welcomed.  Moves towards equalisation of pay and conditions often follow (such as the single pay spine in HE).

There is certainly more to be done to realise a university culture in which the different roles are truly valued and respected, but to see this just as an HR issue is to miss an important dimension.

As Paul Marshall, ABS Chief Executive, reminded the assembled Hertfordshire Business School in a keynote last week, we live in a VUCA world: Volatile; Uncertain; Complex and Ambiguous (and Higher Education feels to many particularly VUCA).  It wouldn’t be saying anything new to suggest that such an environment calls on a wider range of skills, experience and capacities in leaders than were needed in more stable times.

‘It’s time to end the myth of the complete leader,’ Ancona et al argued in the Harvard Business Review back in 2007, a call that resonates to an even greater extent now.  The modern executive’s role is ‘to cultivate and coordinate’ – not ‘command and control’ the actions of others.  By seeing themselves as incomplete, they can then start to rely on others to ‘make up for their missing skills.’

So we’re back to complementarity.  In an HE setting, this means building management teams with expertise in different aspects of university activity.  Many universities, particularly the newer ones, do indeed have directors of key services at the top table.  Such arrangements imply recognition of the complementarity of academic and professional roles.  But recognition solidifies those categories – and the lines of demarcation between them.  ‘Different but equal’ makes sense in theory, but in practice it makes rigid and definite what could productively be flexible and fuzzy, particularly in the VUCA world of HE.

An alternative (and complementary) way of looking at complementarity in terms of skills for HE management is to think about the individual.  An individual with an ‘academic’ role could develop complementary skills, knowledge and insights through a secondment internally, or into a company, government department or local council; one with a ‘professional’ role could do so through undertaking doctoral study, teaching or contributing to a collaborative research project.  One route that has worked is from professional practice (such as nursing, law or business) into academe.  But those transitions tend to be one-time (and therefore one-direction) movements.  They also seem to be coming under pressure from demands for academic accreditation and research activity in many universities.

Assembling such a portfolio of experience may not be for everyone.  But why would we not want our leaders to be so equipped given the uncertainties and volatilities of the future?  It wouldn’t make them ‘complete’ of course, but it might make the incompleteness more conscious and therefore productive.  Building a team, developing strategy, making decisions – these processes could all draw not just on an intellectual awareness of the need for complementary skills but a real ability to identify with the questions, concerns and priorities of the functional areas that hold those skills.

The transformation of the ‘support staff’ to the ‘professional’, even though nominally based on parity of esteem, addressed the symptoms not the problem.  Those symptoms badly needed treating, and we must finish the course.  But we shouldn’t forget the underlying problem: parallel tracks.  Maybe it’s up to each of us to be an entrepreneur in our own careers – just like Darlene Roth’s public historian – but then at least the environment needs to be conducive to innovation.  Why shouldn’t university policies support ‘academics’ to bring discipline-level nuance to website development and marketing, or ‘professionals’ to undertake the advanced studies that allow them to bring their specialist knowledge to students’ learning?  Why shouldn’t hybrid or dual roles be more common, even encouraged?  We need a new kind of blended learning and a new, more open and flexible approach to progression and recognition to help develop the incomplete leaders of tomorrow’s universities.

Complementarity in Higher Education: what does it mean for disciplines?

One of the most important concepts in the Wilson Review of University-Business Collaboration is complementarity – the idea that different institutions with different histories, different cultures, missions and identities, can play roles that support, reinforce and enhance each other in the pursuit of economic as well as social and cultural benefit.

A sector shaped by a sense of collaborative – rather than competitive – advantage would emphasise complementarity, leading universities to recognise and celebrate the strengths of others, and cross-refer businesses to the most appropriate HE partner. The potential prize is a bigger ‘pie’ to share, rather than an increasingly vicious scrap to divide up the existing pastry-encased dish.

This will be the theme for my talk tomorrow at the HE Beyond 2015 conference. In my 20 minutes I will be sticking to the corporate level, but with my new academic role I’m becoming more interested in the disciplinary dimension of policy debates. So when I spoke to the Association of Business Schools policy roundtable last month I suggested there was potential in thinking about issues such as local economic development through the lens of academic subjects. How can disciplines as distinctive forms of knowledge work together in tackling important problems, such as building (economically, socially) sustainable communities, or supporting enterprise and business growth?

Jon Wilson highlighted today at the first of the ippr/King’s Policy Unit seminars on the Future of HE that there’s often a disconnect between how management conceive of and express the purpose of higher education and how academics do so. In theory at least, there is real potential for complementarity between the ‘corporate’ and the ‘academic’ (as a disciplinary practitioner) in areas such as local economic development.

University leaders can set strategy, defining a framework that values engagement with and commitment to local impact in whatever forms fit the institution’s mission and the community’s needs. Subject area leaders such as Heads of School can then use that framework to help structure their thinking in terms of disciplinary activity – not as a constraint on creativity but the opposite, as a license for imagining and reconceiving what forms that academic endeavour could take if inspired by the idea of local impact.

I wonder how often those ‘conversations’ between the corporate and the academic dimensions of university life take place? Or do we instinctively resort to models of irreconcilability between the two? The Wilson Review highlighted the need to challenge outmoded ideas of the unbridgeable cultural divide between universities and business and debunk the myths of the ‘unresponsive university’ and the ‘unreasonable business’. Do we also need to turn our attention inwards and look for greater complementarity between corporate and academic aspirations and endeavours? This is challenging for both parties, but the potential rewards are great.

Most universities seek national and international profile and standing, at least in select areas. These goals can be compatible – not in tension – with significant and multi-faceted engagement at local level; we can be world-class at local impact, and that mission can bring global connections, for example with collaborations in teaching and research.  What is needed is commitment and imagination, both at corporate and at discipline level, to find the points of integration between local and national agendas.

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Afterthought: Does it make those ‘conversations’ easier if the corporate leaders share a disciplinary background with a group of academics?

History ventures: skills vs knowledge in the public history marketplace

“The skills of doing history are more frequently used, needed, and recompensed than the expertise of knowing history”

This is Darlene Roth, writing in the NCPH’s Public History News.  Roth goes on to talk about the successful model of ‘developmental history’ work her consultancy The History Group undertook for planners, developers and government agencies.  She also refers to corporate histories and museum curation.  These examples open our eyes to the range of tasks and projects that can done well – or best – by historians, whether academics working ‘across borders’ or the historically-trained working in professional contexts.

But for me it also suggests the need to open our minds.  Can we articulate clearly what ‘the skills of doing history’ are and be creative in identifying tasks that are not necessarily explicitly historical in character but would be done well – or best – by historians?  There are fields where there is often a ‘history gap’, such as in policy development, marketing or organisational strategy, but these should not constitute the limits of our imagination.

Working this out is not just a self-serving exercise.  Humanities applications for the first year of the new funding system are down in many institutions.  It’s too early to say whether concerns about employability in the context of higher debt are a major factor, but it’s a strong possibility – particularly for certain student groups – that we need to consider (league tables of salaries are rather unhelpful here).  More needs to be done to ensure prospective students and their parents understand the student finance system, but  universities have a role too, and not just their recruitment and marketing departments.  Open days and school visits are important opportunities for university staff to meet students and parents and discuss what studying a particular subject at a particular institution is like.  If, as historians, we can share with them the many ways in which the skills of doing history can be meaningfully and usefully applied in the world of work, and our commitment to helping students develop those skills, we can start to counteract the belief that a humanities degree ‘just equips them for standing in the dole queue’ (as one Tweeter said to me recently).

Students come to university for many reasons.  To further their job prospects may only be one reason, but it’s a legitimate one, and one with which we need to engage.  We shouldn’t give in to the cynicism that divides knowledge and skills and denigrates the latter as empty, instrumental or devalued.  Nor should we section off ’employability skills’ in the curriculum; by teaching students to be historians, we are developing skills needed for work – we just need to bring awareness of that connection to the surface (see my earlier Parallel Tracks blog post).  I hope the emerging field of public history can provide a context to help us frame the terms of the debate rather differently.

Roth goes on:

I am saying that it pays to look at how you do what you do as a historian, and how you think as a historian, and follow those routes to marketability, not just the standard one of equating historical knowledge as the thing being sold.  Ergo: “I am an entrepreneur, and history is my product” becomes “I am an entrepreneur and history is the source of my products”… If history is the answer, what is the question?  Who needs it and why?

We may prefer a somewhat different language in this country, but I think we can take on the idea of entrepreneurship and interpret it for our own context.  Can we be entrepreneurs for the discipline, for the practice of history, but also for our students so that they can see history as their future?