Portraits of Henrik Cederquist, Jessika van der Sluijs, Yvonne Svanström and Elisabeth Wåghäll Nivre
Henrik Cederquist, Jessika van der Sluijs, Yvonne Svanström and Elisabeth Wåghäll Nivre, Stockholm University's deputy vice presidents and deans. Photo: Niklas Björling and Ingmarie Andersson.
 

In academia, we often talk about collegiality. It can take many forms, including shared responsibility for research quality. We contribute our knowledge and expertise in various forms, for example at seminars, where research is presented, and at doctoral thesis defences, where we teachers and researchers take on important roles as external reviewers or members of examining committees. We review article manuscripts and external research grant applications for various funding bodies, and serve as experts in inquiries and appointment matters.

Collegial governance is another aspect of collegiality, something that Stockholm University cherishes and which we have maintained and developed after the autonomy reform. It manifests itself in the fact that the university has faculty boards with collegially elected members. The boards are headed by deans, who are also appointed by election. While we have heads of department who are appointed by the President, this is only after consultation with the department board as well as other members of staff. The department boards are appointed through election within the department.

The assignments are often complex, and many may be hesitant to take on the task. At the same time, management assignments provide opportunities to gain insight into a larger part of the university’s activities. A collegial assignment involves a large and clear responsibility to work in the best interests of the whole, whether at the department, faculty, academic area or university level. It is important that those with such assignments remain active in teaching and research to the greatest extent possible. This enables them to retain contact with and knowledge of the core activities. Collegial governance may sometimes be seen as conservative and slow. However, the benefits outweigh this drawback as it means more people are involved in the decision-making. There is no risk of decision-making powers being cemented when assignments are limited in time.

For us deputy vice presidents and deans, it is important to continue to safeguard collegial governance, as it means that many people with expertise and roots in research and education are involved in making the important decisions and thus also have an overall responsibility for our university and academic independence. The matter is particularly relevant this year, when we will be electing deans, faculty board members and academic area board members for the period 2024–2026.

This is a text written by the Deputy Vice Presidents and deans Henrik Cederquist, Jessika van der Sluijs, Yvonne Svanström and Elisabeth Wåghäll Nivre. It appears in the section ”Words from the University’s senior management team”, where members of the management team take turns to write about topical issues. The section appears in every edition of News for staff which is distributed to the entirety of the University staff.