Transformative Strategies

Karri A Holley “Interdisciplinary Strategies as Transformative Change in Higher Education” Innovations in Higher Education,34: 331-44 (2009) (see also her Understanding Interdisciplinary Challenges and Opportunities in Higher Education, ASHE Higher Education Report, Volume 35, Number 2): surveyed efforts to support interdisciplinarity at 20 universities and emphasizes the importance of

· Senior administrative support (with interdisciplinarity not only stressed but tied to other university priorities)

· Collaborative leadership

· Flexible vision (to adapt to unforeseen developments)

· Faculty hiring and development

· Visibility (in publications, website, building plans)

At the level of individual teaching (and/or research) programs several “ Indicators for Sustainability” can be identified:

· A free-standing, autonomous unit [The pros and cons of departmental versus alternative structures are discussed]

· A voice in unit policies and procedures

· A visible and secure location in the organizational hierarchy of a campus

· Structural coherence

· A spine of core ID courses

· A clearly defined ID mission

· A shared intellectual agenda

· Adequate personnel, including dedicated and full-time faculty and staff

· Strong and experienced leaders

· A sense of community and shared experiences

· Faculty development

· Incorporation of ‘‘best practices’’ and pertinent literatures

· Proactive attention to integrative and collaborative processes

· Adequate financial resources and control of budget

· Adequate common space and equipment

· Appropriate criteria of evaluation and assessment

· Equal access to the institutional reward system and incentives

· Affiliations with other units and external communities