How to strengthen a culture of collegiality and cohesion?
Column
The Disciplinary Domain has appointed an investigation to strengthen collegiality, a work that Vice-Rector Mats Larhed is looking forward to following.
Collegiality has long existed as something invisible and unarticulated at Medfarm, yet at the same time well established, something that naturally belongs to our organisation and activities. Examples of collegial processes include the appointment of elected leaders, the election of members of the Disciplinary Domain Board and departmental boards, the recruitment of teachers, as well as admissions to docentures and decisions on dissertations.
A well-functioning but time-consuming process
Interestingly, it is precisely for knowledge-intensive organisations, such as universities, that collegiality-based decision-making processes and principles work well, probably because knowledge-based governance needs to be thoughtful. The principles of collegiality seem to be able to utilise the knowledge, curiosity and commitment of employees and are ultimately a prerequisite for free research and education. Trust in the staff’s expertise simply means more in a collegial academy than external control and evaluation.
It is worth noting that collegiality is rarely taught directly through training and courses but through participation in the processes alongside senior colleagues; one is simply socialised into the collegial system. This methodology is both slow and time-consuming but often results in a well-anchored activity-based leadership that can handle both the organisation and processes of education and research.
A central aspect of collegiality is activity-based and time-limited assignments distributed through collegial elections. The merit needed to become a leader at Uppsala University is not only that you are a skilful leader, but also that you are a good researcher and teacher. The elected representatives must be well-versed in the conditions for collegial leadership and decision-making and shoulder the responsibility coming with the position.
At the same time, the collegium must support and contribute its expertise to the elected leaders. Otherwise, the collegial system will be weak and will struggle to make collegial decisions. In addition, there is a need to continuously engage younger teachers to ensure relevance, sustainability and development over time.
Task to strengthen collegiality
As a result of the work with Vision:Medfarm, the Disciplinary Domain has appointed an investigation led by Vice-Dean Pernilla Åsenlöf, which will result in concrete proposals for measures to strengthen Medfarm’s collegial system. The working group is to anchor the work in the Disciplinary Domain and collect ideas and suggestions by organising seminars and workshops. Among other things, the working group has the task of investigating:
- How to strengthen a culture of collegiality and coherence among all staff
- How to strengthen recruitment and retention to collegial missions
- How to develop a culture where the collegium takes responsibility for making these tasks and roles more attractive, manageable and sustainable
- How to develop conditions for collegial leadership
- How to develop collegial decision-making in the Disciplinary Domain
I look forward to following the investigation’s work. It is about the future of Medfarm.
Previous columns
The columns are written by Medfarm managers and executives to tell you about what has happened, is happening, or is about to happen at the Disciplinary Domain of Medicine and Pharmacy.
- Aparecium! (2024-04-18)
- The significance of education for a democratic society (2024-03-14)
- A desire to contribute to the benefit of society (2024-02-19)
- A new year is ahead of us (2024-01-12)Year’s finale (2023-12-18)
- Society needs strong and resilient universities (2023-10-20)
- Now the jackdaws are gathering in Uppsala (2023-09-07)