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ReseaRch Quality assuRance foR the futuRe a ... - Lund University

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Part 1 – background<br />

PART 1 – BACKGROUND<br />

A. CONTEXT – THE ROLE OF THE UNIVERSITY<br />

1. Research-intensive universities are amongst <strong>the</strong> great entrepreneurial<br />

centres of <strong>the</strong> modern world. They are important national assets<br />

that generate a wide diversity of social benefits: as vital sources of<br />

new knowledge and innovative thinking, as major components of<br />

<strong>the</strong> national research base, as providers of skilled personnel and<br />

credible credentials, as contributors to innovation, as attractors<br />

of international talent and business investment into a region, as<br />

agents of social justice and mobility, and as contributors to social<br />

and cultural vitality. Their exploration of <strong>the</strong> boundaries of human<br />

understanding through research not only provides a direct source<br />

of innovation in society, but crucially, is <strong>the</strong> ideal setting in which<br />

<strong>the</strong> rising generation learn to question interpretations, to reduce<br />

<strong>the</strong> chaos of information to <strong>the</strong> order of an analytical argument, to<br />

seek out what is relevant to <strong>the</strong> resolution of a problem and to do so<br />

by rational argument supported by evidence. They learn not to be<br />

dismayed by complexity but to unravel it, to seek <strong>the</strong> true meaning<br />

of things, to distinguish between <strong>the</strong> true and <strong>the</strong> merely seemingly<br />

true, to verify for <strong>the</strong>mselves what is stable in that very unstable<br />

compound that often passes for knowledge. These are <strong>the</strong> attributes<br />

that a modern society needs in its citizens, and are <strong>the</strong> source of<br />

<strong>the</strong> creativity that is a engine of change for both society and <strong>the</strong><br />

economy.<br />

2. Such an enterprise is not easy to manage. It is not like managing<br />

industrial production in response to market demand, and effective<br />

models cannot be directly imported from industry. Its great<br />

strengths are its unpredictable creativity and entrepreneurialism,<br />

which derive from <strong>the</strong> relative freedom and autonomy of its academics<br />

and <strong>the</strong> lack of inhibition of its students. The challenge<br />

for a <strong>University</strong>’s leadership is to implement <strong>the</strong> changes that are<br />

needed from time to time if <strong>the</strong> <strong>University</strong> is to retain its vitality<br />

and relevance, whilst not inhibiting <strong>the</strong> freedom that makes it a<br />

creative force that will forge <strong>the</strong> ideas, <strong>the</strong> concepts and <strong>the</strong> people<br />

that <strong>the</strong> future will need. The challenge for government, which in<br />

Sweden, as in Europe, is <strong>the</strong> principal funder of universities, and for<br />

10

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