Guidance and Support for the Changeover
Fundamental :
An Establishment can be pictured as a micro-society with formal and informal social interaction influencing the daily organisation of tasks and proffering opportunities for change. The stakes evolve according to historical interests and individual or group interests.
A common vision can be unifying; a changeover is not merely a technical manoeuvre!
Potential stakeholders interests must be analysed: e.g. changes in volume of teaching hours for professors, reviewing teaching methods, competition between units and between people
Generate innovating ideas and work towards the adoption of new projects
Team projects, individual projects, with support from the director
Make available the minutes of organisational meetings for consultation
Take obstacles to change into account: resistance to changes in course content, teaching methods, competition, partnerships, etc.
Example : Include partnerships as an integral part of Montpellier SupAgro scientific strategy
 | Open doors by clarifying misinterpretation of the implication of the teaching staff The people in charge must recognise and reward the professors and teaching staff who bring about significant improvements to the quality of teaching and learning in higher education thanks to their teaching and/or research Source : UE report 'Improving the quality of teaching and learning in Europe's higher education institutions' JUNE 2013. Recommendation 6. |
