Abstract: Ireland developed a National Strategy 2030 that
argued for the creation of a new form of higher education institution,
a Technological University. The research reported here reviews the
first stage of this partnership development. The study found that
national policy can create system capacity and change, but that
individual partners may have more to gain or lose in collaborating.
When presented as a zero-sum activity, fear among partners is high.
The level of knowledge and networking within the higher education
system possessed by each partner contributed to decisions to
participate or not in a joint proposal for collaboration. Greater
success resulted when there were gains for all partners. This research
concludes that policy mandates can provide motivation to
collaborate, but that the partnership needs to be built more on shared
values versus coercion by mandates.
Abstract: Educational institutions often implement policies with
the intention of influencing how learning and teaching occur.
Generally, such policies are not as effective as their makers would
like; changing the behavior of third-level teachers proves difficult.
Nevertheless, a policy instituted in 2006 at the Dublin Institute of
Technology has met with success: each newly hired faculty member
must have a post-graduate qualification in “Learning and Teaching"
or successfully complete one within the first two years of
employment. The intention is to build teachers- knowledge about
student-centered pedagogies and their capacity to implement them.
As a result of this policy (and associated programs that support it),
positive outcomes are readily apparent. Individual teachers who have
completed the programs have implemented significant change at the
course and program levels. This paper introduces the policy,
identifies outcomes in relation to existing theory, describes research
underway, and pinpoints areas where organizational learning has
occurred.