“At MIT, we are choosing to meet this challenge directly by assessing the educational model that has served the Institute so well for so long. We are experimenting boldly with ideas to enhance the education we offer our own students and to lower the barriers to access for learners around the world.”—MIT President L. Rafael Reif
Higher education is feeling pressure to innovate and this in response to the often-cited globalization effects of international competition and rapid changes in economic and social priorities.
Institutions that are ill-equipped to respond will face the inevitable consequences by jeopardizing their relevance and their viability. In order to facilitate the necessary levels of change college administrations will have to demonstrate unprecedented levels of flexibility and imagination.
College administrations in Quebec spend much of their time responding to the education ministry’s requirements for documentation and compliance. While this preoccupation is largely necessary it has not created an environment noted for innovation and daring initiatives. One example is the absence of significant online learning options across the Quebec college network.
The network is administered hierarchically, the Ministry delegating some of its authority to individual college administrations and these putting the final brush strokes on the operating policies and procedures. Grass-roots initiatives exist but focus mainly on minor details and implementation strategies.
High-tech industries understand the need for a bottom-up approach to designing new products and services. They invest in creating an incubator environment, one which supports, and even seeks out, new ideas that can be developed and brought to fruition. The general tone of administration there is one of supportive leadership rather than of one-way direction.
This is precisely where colleges can, and must, change. An administration which sees itself, and is seen by its faculty and staff, as a support system can thrive in ever-shifting economic and political times.
People know what kind of team they belong to. They will not be fooled by rhetoric, slogans, or mission statements that belie their working reality. Most people want to belong to a winning team that is a leader in its field. This means colleges that are innovating in response to what are clearly fast-changing demands. This means an administration that is ready to make a sharp turn away from the rigid roles, policies, and college processes that have gone unchallenged; a turn toward a fluid operational environment where administrators are viewed as venture capitalists ready to back their community’s best inventors.
This will require the Ministry to relax its commitment to sameness and understand that equal educational opportunity for all does not necessarily mean the same education for all.