Stefan Helgesson: When collegiality becomes a strength

Collegiality is one of the core values of the university. But what does it actually mean? Different ideas abound. To some, it is a matter of how academics interact on equal footing with each other – in the seminar room, in peer reviewing or through research collaborations. This is the web of ongoing contacts that constitutes the human infrastructure of the scientific community.

Others see collegiality as a principle of governance at institutions of higher learning. It is by devoting one’s time to work groups, committees and boards, and by periodically taking on leadership roles, that grounded decisions are secured.

In the recent report from SUHF (The Association of Swedish Higher Education Institutions) entitled Det kollegiala livet: styrning, arbetssätt och förutsättningar (“The Collegial Life: Governance, Practice and Conditions”), the authors Ulla Eriksson-Zetterquist and Kerstin Sahlin elegantly combine these two perspectives by speaking of “horizontal” and “vertical” collegiality. Horizontal collegiality – the dialogue among scholars and researchers – is fundamental. No academic environment would exist without it. Vertical collegiality, which entails direct involvement in running the university, is no longer the rule, however. A surprising number of higher education institutions in Sweden have instead a top-down model of governance.

At Stockholm University, alongside a few other old and large universities in Sweden, the principle of vertical collegiality remains nonetheless strong. Our departments have boards, as do the faculties, with elected members. Deans are elected (not recruited as deans) and leadership roles rotate. Besides that, we have all our committees for research, education and recruitment. This is where so much of the hard and indispensable organisational work is carried out.

SU’s record in these respects is impeccable. At the same time, the strength of vertical collegiality depends entirely on the degree of collegial commitment. Speaking plainly, it requires a preparedness to contribute to the university as a whole and not only to one’s research field. Given that everyone in our context is pressed for time, there is a tension between horizontal and vertical collegiality. In the long run, however, the university is strengthened when both work in tandem. The report from SUHF, which is well worth reading and admirably brief, provides in this way support for the modus operandi that we tend to take for granted at SU.

This text is written by Stefan Helgesson, Deputy Vice President. It appears in the section ”Words from the University’s senior management team”, where the management take turns to write about topical issues. The section appears in News for staff.