1. Research Culture – why it is needed and how to support Randolph Haggerty & Marge Wilson Research & Innovation Support Conference

2. Building Successful Strategic Partnerships What is culture and why is it important ? It is the small things that make a difference. Why do some institutions do so well? Culture can be summarised as ‘how we do things around here’ But is much more than that! It is a ‘can do’ attitude Start thinking now, as you will be expected to contribute. Research & Innovation Support Conference

3. Building Successful Strategic Partnerships The sports analogy Sport is a simplified world with where the importance of culture is more obvious. Research & Innovation Support Conference

4. Building Successful Strategic Partnerships The sports analogy Manchester United has been successful for over 100 years, Leyton Orient hasn’t– why? Some is related to resources but also the club culture Expectation Confidence Experience Ambition Clear aspirations Stability Success is self perpetuating. Research & Innovation Support Conference

5. Building Successful Strategic Partnerships What about other universities? Oxbridge like Manchester United. Lots of resources and a successful culture: Expectation Confidence Experience Ambition Clear goals Stability Track record Prof Richard Dawkins and the New College of the Humanities – all money, no culture.The new Chelsea? Research & Innovation Support Conference

6. Building Successful Strategic Partnerships What should Leeds aim for? Academic excellence - Universities are only judged on two things – teaching (alumni) & research (impact legacy). In terms of research, the aim is to achieve the following: Publications (in high quality journals with impact) Grant income (high value from blue chip sponsors) PGR students (numbers and future academic leaders) – The worker ants of research and the test bed for ideas. Feed in to publications and fuel engine room of research machine Kudos / esteem/ impact (changing the world!) Research & Innovation Support Conference

7. Building Successful Strategic Partnerships Elements of culture By looking at the various elements of an organisation’s culture, you can see the bigger picture and make improvements. Research & Innovation Support Conference

8. Building Successful Strategic Partnerships Definitions - Stories The past events that people talk about inside and outside of an organisation. Who and what the organisation chooses to immortalize says a great deal about what it values, and perceives as great behaviour. For the University of Leeds, what does that mean? Not just in research but in everything the University does Research & Innovation Support Conference

9. Building Successful Strategic Partnerships Research related stories How an academic at Leeds has changed the world by their research, spinouts, membership of learned bodies, award & prizes, journalism and popularisation of a subject. Leeds position in league tables and the RAE/REF Receiving external funding via research grants, alumni and the companies they now run How famous people developed and grew at Leeds, how early career researchers made it up through the ranks to chair posts Historic moments A history of success generates confidence. Research & Innovation Support Conference

10. Building Successful Strategic Partnerships Name the person and associated university Research & Innovation Support Conference

11. Building Successful Strategic Partnerships Research related stories What research support staff can do Build confidence and re-enforces the organisations expectations: Library of successful grants Displays of publications Presentations of funding opportunities, celebrating previous successes History, who previously worked here and what they achieved Enthusiasm and passion are key Research & Innovation Support Conference

12. Building Successful Strategic Partnerships Rituals & routines The daily behaviour and actions of people that signal acceptable behaviour. This determines what is expected to happen in given situations, and what is valued by management and colleagues. Again, for the University of Leeds what does this mean? Research & Innovation Support Conference

13. Building Successful Strategic Partnerships Rituals & routines The expectation that academics will be research active and that achievements are celebrated. This covers: PhD supervision mentoring junior staff peer review publications membership of external peer review committees international collaborations and co-authorships publish in leading journals be internationally leading in a discipline high REF ratings internationally collaborate contribute to a constant stream of workshops, seminars, open lectures etc an expectation that staff will apply for funding – grants, fellowships, prizes Research & Innovation Support Conference

14. Building Successful Strategic Partnerships Symbols The visual representations of the organisation including logos, website, the departmental layout. What does our Wiki page say about us? What are our icons? Research & Innovation Support Conference

15. Building Successful Strategic Partnerships Symbols The research excellence of the University needs to be promoted via branding, external marketing, internal publications, newsletters, banners, compliant with university protocols Importance of websites at Faculty Office and School/departmental/ research group level Compare to competition Research & Innovation Support Conference

16. Building Successful Strategic Partnerships Symbols Include research achievements on web, in promotional literature at open days etc. Posters in dept Displays of publications RAE / REF grades displayed Research & Innovation Support Conference

17. Building Successful Strategic Partnerships Organisational structure This includes both the structure defined by the organization chart and the unwritten lines of power and influence that indicate whose contributions are most valued. Organisational leaders and research leaders may not be the same. Leeds does not operate in isolation, so who influences external research funding, networking and collaboration? Research & Innovation Support Conference

18. Building Successful Strategic Partnerships Organisational structure Leading researchers have influence, not just those who have formal positions of authority - views represented on key university and faculty committees, can influence the distribution of resources - staff and equipment and funding Inclusion of research support staff in meetings but we must add value! Research & Innovation Support Conference

19. Building Successful Strategic Partnerships Control systems The ways that the organization is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organization.) Research support offices are part on this. Research & Innovation Support Conference

20. Building Successful Strategic Partnerships Control systems The nature of a control system should celebrate success, rewarding and reinforcing the desired behaviour - ie those who are research active / leaders are given due recognition through workload, contribution pay, promotion, use of SRDS and academic reviews, performance measurement. Effective pre-and post award services and links to HR and finance Quality control – peer review, application support, hand holding for first time researchers / PhD students Regular announcements of funding opportunities Newsletters Research & Innovation Support Conference

21. Building Successful Strategic Partnerships Power structures The pockets of real power in the organisation. This may involve one or two key senior people or a whole group. The key is that these people have the greatest amount of influence on decisions, operations, and strategic direction. Ensure opinion formers are research leaders not just leading researchers, walk the talk, lead by example. Research & Innovation Support Conference

22. Building Successful Strategic Partnerships What can research support staff do? Academia is a complex beast and support needs to address all levels, not just the established researchers. Need to understand different academic roles and associated career structure. Research & Innovation Support Conference

23. Building Successful Strategic Partnerships Professor / research group leader PhD studentPhD Student Senior lecturer Lecturer Post-doc research assistant Research fellow Post-doc research assistant Know your target audience – the typical research structure Research & Innovation Support Conference

24. Building Successful Strategic Partnerships All staff have different research support needs The academic life cycle. PhD student Post-doctoral researcher Research fellow / junior lecturer Senior lecturer Professor focused on research group around a theme Professor focused on wider research issues – Dir Res, HoS, RCUK committee, Pro-dean, Dean, VC etc Research is important at each stage but the competing pressures change and so do the related research support needs. Research & Innovation Support Conference

25. Building Successful Strategic Partnerships Feedback What will you do differently? Research & Innovation Support Conference

26. Research Culture – why it is needed and how to support Randolph Haggerty & Marge Wilson Research & Innovation Support Conference