Progress on strengthening collegiality

In February 2024, the Disciplinary Domain Board (ON) appointed a working group with the task of investigating the issue of strengthened collegial participation and decision-making. The work, led by Pernilla Åsenlöf, Vice-Dean for the Faculty of Medicine, has been ongoing since then and is now entering its final stage.

Tell us a bit about how you have experienced the work so far.

“It has been educational, constructive, and refreshingly eye-opening in terms of what collegiality means for our university’s success,” says Susann Järhult, Senior Lecturer at the Department of Medical Sciences.

“Both stimulating and rewarding,” adds Anne-Lie Svensson, Senior Lecturer at the Department of Pharmaceutical Biosciences. The chair of our group has created a clear structure, which has been crucial in ensuring that the working process has been well-organised, with clear goals and guidelines.”

“So far, we have examined the state of collegiality at Medfarm, with a particular focus on how collegial board positions are appointed, established, and how we can make it more attractive for colleagues to engage broadly in the governance of departments, faculties, and the University as a whole. We have identified areas where collegiality is lacking and are now actively working on proposals for improvements,” says Mikael Sellin, Professor and Docent at the Department of Medical Biochemistry and Microbiology.

You are all part of the university’s collegial structure and have been for a long time. Have you learnt anything new during the process?

“The most striking discovery for me has been how significantly the degree of collegial governance varies between Swedish higher education institutions. This means that a collegially governed university is not something that can be taken for granted – it requires active and continuous ‘bottom-up’ efforts,” says Mikael Sellin.

Anne-Lie Svensson shares similar reflections.
“I have become more aware of the variations that exist between different operations. It has become clear that maintaining and developing a well-functioning collegial structure requires conscious efforts.”

“My understanding of what collegiality entails has become clearer, particularly how we navigate between different governance models in our daily work, where most of us hold joint positions. I have also come to appreciate the importance of communication and networking across different levels and roles within collegial forums,” says Susann Järhult.

Why is this work important?

“Collegiality is a crucial factor in ensuring that everyone within an organisation understands the importance of taking responsibility for shared goals and actively contributing to the development of the organisation,” states Anne-Lie Svensson.

“The role of a university as a knowledge-generating institution places very specific demands on how it is governed and developed, in contrast to other types of public agencies and companies, where the mission is more straightforward. This makes it essential that those appointed to lead the University at all levels have a strong connection to ongoing academic activities, actively participate in them, and possess a high level of subject expertise that is continuously updated. Collegiality is the best system we have devised so far to achieve this,” argues Mikael Sellin.

“Our work has also highlighted that many people are unaware of how the University operates and that collegiality is essential for its democratic governance and leadership,” adds Susann Järhult.

Concrete proposals for change

Moving forward, the work will continue, and the next step is to formulate concrete proposals for measures that can further strengthen collegiality at Medfarm.

“The working group is currently preparing a list of specific proposals for strengthening collegiality and broadening recruitment for collegial leadership roles at our Disciplinary Domain. This list will be presented at open workshops on 24–25 April, where we hope for strong participation and in-depth discussions with our colleagues at Medfarm,” concludes Mikael Sellin.

Robin Widing