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An Open Research University: Embedding public engagement within the research culture of the OU

Engaging Research

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Tag Archives: Engaging Leadership

The need for engaged research leadership

Posted on Thursday, 1 March 2018 by Richard Holliman
Professor Richard Holliman, The Open University.

Professor Richard Holliman, The Open University.

“Evidencing impact is hard. Doing public engagement is hard.”

How many times have I heard versions over these phrases over recent years? “Too many”, came the weary reply.

It’s an obvious thing to say, but anything is likely to be a challenge to do well for the first time if you don’t plan ahead. Given that this seems so obvious, what’s surprised me is how often I’ve heard versions of these negative takes on the impact and public engagement agenda in recent months.

I’ve attended a range of events in association with preparations for REF 2021. I’ve heard these types of statements there.

I’ve been working with funders to explore how grants are planned for, assessed, monitored and reported. I’ve heard statements like these made by an unhealthy proportion of researchers during the course of this work.

And I’ve reviewed a good number of proposals over recent months that seek to generate and evidence impact. Guess what? Yes, you’re right. These arguments surface in discussions with some (not all) of these researchers.

Did I mention that it is eight years (yes, eight years!) since pathways to impact planning was introduced by RCUK? It is four years since REF 2014. It is three years since the completion of the RCUK-funded Public Engagement with Research Catalysts (Duncan and Manners, 2016).

So why are we still having the same arguments about the need to produce high-quality planning for the generation and evidencing of research impact?

Continue reading →

Posted in Resources | Tagged An open research university, culture change, Engaging Leadership, engaging research, HEFCE, Professionalisation, Public engagement with research, RCUK, REF 2021, UKRI

Supporting Engaged Research Leadership

Posted on Thursday, 10 November 2016 by Richard Holliman
Professor Richard Holliman, The Open University. Credit: Michael Francis.

Professor Richard Holliman, The Open University. Credit: Michael Francis.

In our final report to Research Councils UK on the Open University’s Public Engagement with Research Catalyst I argued that ‘engaged leadership’ could be described as a paradox (Holliman et al., 2015):

“Over the course of my career I’ve witnessed the emergence of engagement as a concept in search of a clear definition. A range of factors, including policy changes, technology, and the practices of engaged research, introduced the idea of the ‘dialogic turn’ (Davies, 2013) where ‘bottom up’ and contextual approaches have been championed as potential solutions to questions of trust, openness, transparency and democracy (Irwin, 2008).

What’s fairly consistent in these arguments, if not necessarily in the practical implementation of them, is that ‘top down’, imposed solutions are generally problematic and ultimately self-defeating. In this context it’s possible to argue that the concept of engaged leadership is a paradox.”
(Holliman et al., 2015, pp. 12-13)

You can read the report to see how I resolved my instincts for engagement with a need to direct and deliver change across a complex institution.

Continue reading →

Posted in Conferences, Engaging Research Awards, Presentations, Recognition, Resources, Training | Tagged An open research university, Catalyst, catalyst project, culture change, Dunedin, engaged research awards, Engaging Leadership, NCCPE, New Zealand, PER Catalyst, PER Mandate, Public engagement with research, RCUK

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