This article discusses the approach to the management of change taken by a Danish university when introducing a university-wide market for education and it explores the different positions taken by some of the central stakeholders in one of the faculties involved. I argue that neither the inadequacies of a popular management model nor insufficient communication fully explain the problems with the change project. Based on strategy papers, memorandums and detailed observations of meetings, I discuss the introduction of the education market and analyse the reception given by directors of studies to a specific social technology, a common year and timetable structure. I offer an explanation of their reactions that draws on an anthropological approach to organisations. I call for university leaders to take what I call an 'improvisational' approach to leadership, which takes account of local ways of interpreting the meaning and significance of large-scale changes and works through professional motivation.
Fieldwork for master’s students of anthropology
Helle Bundgaard and Cecilie Rubow
This article discusses the teaching of anthropological fieldwork during a period of comprehensive educational reforms in Danish universities. We trace widely held conceptions of fieldwork among master’s students of anthropology and the efforts they make to live up to what they assume to be classic fieldwork. We argue that the ideals of classic fieldwork too often fail to support the learning process when fieldwork is squeezed into the timeframe of the curriculum and show how fieldwork as part of an educational programme can be mentored by online feedback. Our suggestion is that cooperative reflection during fieldwork can improve the quality of the empirical material and the analytical process significantly.