Election Programme of Margit Sutrop
PROFILE OF THE CANDIDATE
Margit Sutrop is Professor of Practical Philosophy, Dean of the Faculty of Arts and Humanities and Head of the interdisciplinary Centre for Ethics at the University of Tartu. She is a member of Academia Europaea (elected in 2004).
Margit Sutrop was born in Tartu in the family of medical scientists on 13 October 1963. She attended Miina Härma Gymnasium in Tartu and studied journalism at the University of Tartu (graduated in 1986). She has a master’s degree in philosophy (1991) from the University of Tartu and a PhD in philosophy from the University of Konstanz in Germany (1997). She has studied at the universities of Oxford, Oslo and Konstanz, and worked at the University of Tartu (from 2000 as a professor) and at the University of Konstanz as a researcher and lecturer (1996–2000).
Her research areas are moral philosophy, philosophy of language and mind, bioethics, ethics of research, ethics of new technologies, philosophy of education, and aesthetics. She has complied 14 books and special issues of journals and published more than 100 research articles and about the same number of articles in the popular press. She has supervised three doctoral and six master’s theses. She has been the holder of 32 research and development grants, including ten grants of the European Commission, and grants of Volkswagen Stiftung, Swedish Rijksbank, UNESCO, Norwegian-EU cooperation programme, two themes of targeted financing, and grants of the Estonian Research Council. At present, she supervises two Horizon 2020 projects of the European Commission, an institutional research grant, the value programme of the Ministry of Education and Research, and three post-doctoral grants. The research group led by her participates in the activities of the Centre of Excellence in Estonian Studies.
The interdisciplinary Centre for Ethics, founded by Margit Sutrop in 2001, has been a partner in numerous international research projects. The Centre has arranged a number of international conferences and published 21 books. The Centre for Ethics has cooperated with the President of the Republic of Estonia, the Parliament, the Chancellor of Justice, different ministries, Estonian Public Broadcasting, Open Estonia Foundation, the National Institute for Health Development, the Estonian Research Council, the Academy of Sciences, other Estonian institutions of higher education, hundreds of schools, and many organisations of the third sector.
Margit Sutrop has considerable managerial experience: in addition to being Head of the Centre for Ethics, she has been Head of the Department of Philosophy, Head of the Institute of Philosophy and Semantics, Dean of the Faculty of Philosophy, Dean of the Faculty of Arts and Humanities and a member of Rector’s Office. She has been a Senate and Council member of the University of Tartu, has participated in the work of the academic, research and development commission, the commission of the University of Tartu Act, and the structural reform commission of the University of Tartu. At present, she heads the National University 100 commission.
Margit Sutrop has also been active at the national level: she has been a member of the President’s Academic Advisory Board, the National Research Awards Selection Board, the Council of Ethics for Officials, the Estonian Lifelong Learning Strategy board, the Estonian National Commission of UNESCO, the Estonian Council of Bioethics, the Advisory Board of the Health Sector Database at the Ministry of Social Affairs, the Clinical Ethics Committee at Tartu University Hospital, the committee of good scientific practice at the Estonian Research Council.
Margit Sutrop has notable international experience: in addition to studying and working in the UK, Germany and Norway, she has been, from 2004, ethics expert of the European Commission, member of the international council of the University of Konstanz and of the advisory board of the Ethics Centre of Tübingen University, ethics adviser for several research projects of the European Commission, and a member of the Academia Europaea Council.
WHY DO I STAND FOR ELECTION TO BECOME RECTOR OF THE UNIVERSITY OF TARTU?
In general, the University of Tartu is doing very well at present. It has a relatively good place in international rankings of universities, and it belongs to prestigious international cooperation networks. Compared to other Estonian universities, we have been more successful in getting Estonian research grants and awarding doctoral degrees, and many researchers are among the most quoted authors in their specialities.
Still, the significance and visibility of the University in the Estonian society have essentially decreased. The efforts to recruit external members into the University Council have not considerably increased cohesion between the University and the society. Students have also drawn attention to the inwardness of the University. In December last year, the Postimees newspaper published their appeal “The University of Tartu needs a Rector with a broader outlook” (PM, 08.12.2016). The message of their plea was that the University of Tartu should regain the role of the spiritual leader of the Estonian society. The students’ idealism and broad look were impressive and inspired me to think what could be improved at the University.
I recognise the current Rector’s dedication to the structural reform and do not wish to demolish what he has begun but to develop it. I understand that many problems that hinder the development of the University have accumulated over the years; some of them need a solution at the national level or even at the level of the European Union. Still, I do not agree that nothing can be changed. Fourteen months as a member of the Rector’s Office have convinced me that, to achieve better results, cooperation between support structures has to be improved; support structures have to be matched with the new structure of faculties; the intellectual potential of the Senate should be put to better use; cooperation between the Senate and the Council, and the Rector’s Office and the Council should be improved. The future Rector has to concentrate the best expertise of the University to raise strategic problems at the national level and to have a say in research and higher education policy and legislative drafting.
I am a great patriot of the University of Tartu. I have optimism and energy, and – what is the most important – ideas what to do. I want to contribute to a great leap in the development of the University of Tartu in the next five years by raising the quality of teaching and research, becoming more visible in the society, and contributing more vigorously to solving the problems facing Estonia and Europe.
I wish that, at the time when the Republic of Estonia is approaching its centenary and the University of Tartu is preparing to celebrate the centenary of the national university, the University of Tartu would take greater responsibility for the future of the Estonian language, culture, economy, the nation, and the state. I am sure that, along with ethnonational research disciplines, other humanities, social, natural, exact and medical sciences have an important role in researching the themes related to Estonia. At the same time, the duty of the University is to participate in the development of global research, to deal with Estonian affairs in an international context, to contribute to solving the problems facing the whole world, by involving and recognising the contribution of researchers and students of other countries to the development of Estonian research and higher education.
I know that strategic management of the University requires a great deal of work and energy, but I am ready for this effort. I am encouraged by the support of colleagues and students from different faculties. As Rector, I promise to stand up vigorously for the University of Tartu at the national level, to promote unity and cooperation within the University, to consider the specific needs of different faculties and specialities and to ensure the balanced development of all the faculties.
As Rector, I promise to make certain that discussions are held at the national level on the following questions:
· Does the Estonian state consider it essential that Estonian universities should provide internationally competitive high-quality education? Does the Estonian state consider it essential that Estonian research should be internationally competitive? If yes, it should be ready to pay the fair price for it.
· How does the Estonian state support top-level research and doctoral studies (also after the end of the measure of centres of excellence in 2022)?
· How to ensure that competitive financing would not leave some research areas essential for Estonia undeveloped?
· How to ensure that the research infrastructure built with financing from the structural funds of the European Union would be sustainable (also after the end of support by the European Union in 2022)?
· How to ensure that, in financing of applied research, services and continuing education by public procurement, the choice would be based on the best competence possible, not cheapness?
· What should the balance be between the national and the international in teaching and studies? Should curricula taught in English be created along with those taught in Estonian or instead of them?
· Can a small country like Estonia afford (considering the existing financial resources, the number of potential students and competent teaching staff) that the same specialities are taught at several institutions of higher education? If not, how to reduce duplication and increase cooperation between higher education institutions?
· What are the consequences of the Bologna process? Do graduates with three-year higher education meet the requirements of present-day labour market? How to make master’s studies more attractive? Is the predominant 3+2 model of studies a reasonable choice? Should we retain it, or should we try 4+1 and other variants?
· How to increase interest in doctoral studies and make them more efficient? How to ensure sufficient income for doctoral students to enable them to be engaged in studies full time (the doctoral grant doubled last time in 2005, in 2015 it was raised from 383 to 422 euros)? Could the state serve as a model and make the doctoral degree a precondition for election to essential public sector offices?
· What has the influence of transition to free higher education been (to different specialities, to students, to lifelong learning)? Would it be sensible to abolish free education in some forms of studies? How to motivate universities to deal with continuing education, requalification, and degree studies in the form of open university?
· How to ensure that all students would have sufficient social guarantees so that, regardless of the economic situation of the family, they could dedicate themselves to their studies?
Foundations for acting as Rector
When working as Rector of the University of Tartu, I will be guided by the mission of the University of Tartu as formulated in the University of Tartu Act and Development Plan of the University of Tartu for 2015-2020, the objectives set in the Estonian Lifelong Learning Strategy 2020, the Estonian Research and Development and Innovation Strategy 2014-2020 “Knowledge-based Estonia”, and the fundamental values agreed on at the University of Tartu.
Values of the University of Tartu
The six pillars of the University of Tartu are its fundamental values: reliance on research, academic freedom and autonomy of the University, openness, cooperation, human-centeredness, and responsibility. In everything that the University of Tartu does, it must proceed from these jointly formulated values, considering it essential that they would not be mere declarations, but words and deeds would be in harmony.
Mission and challenges of the University of Tartu
I. The University of Tartu as the mainstay of the Estonian state and society.
The University of Tartu is the leader of Estonian research and higher education – primus inter pares – uniting the missions of an internationally recognised research university and the national university acknowledged by the state. The University of Tartu is the universitas which integrates different research areas and knowledge by developing fundamental research and applied research based on it. The University of Tartu is the Alma Mater not only for different research areas and other Estonian universities and research institutions grown out of it, but also for the whole Estonian state and society, taking care that the Estonian people would be wise, educated, healthy, innovative and with a strong ethical backbone.
As Rector, I stand up for…
… the balance at the University of Tartu between the international research university and the national university serving the Estonian state and people.
… the University of Tartu achieving remarkable results and their application in all research areas practised at the University.
... the University of Tartu as the development motor of Estonian high-level knowledge-based economy and the think-tank of technological, social and cultural innovation.
… the University of Tartu ensuring the continuing development ethnonational research disciplines and Estonian research terminology.
… the participation of the University of Tartu in the development of the democratic Estonian state.
… the University of Tartu offering the society critical self-reflection and new routes of development.
... the contribution of the University of Tartu to modern teacher training, continuing education of teachers and school leaders, counselling of schools and compiling of textbooks and methodological materials to improve the quality of general education.
… the contribution of the University of Tartu to regional development of Estonia and the advancement of knowledge-based society outside Tartu through the activities of the regional colleges of the University.
... the mediation of the knowledge created at the University to the society. For that, the University will actively cooperate with Estonian Public Broadcasting, newspapers and other media by offering them themes addressing the society and speakers or writers. Based on UTTV and the television studio of the Institute of Social Studies, inclusive internet television will be created, which enables the University staff to counsel people on their specialities and participate in social debates, contributing to the development of polite and balanced discussion culture.
In research, I as Rector promise to ensure that...
… the Government of the Republic of Estonia would implement the Estonian Research and Development and Innovation Strategy 2014-2020 “Knowledge-based Estonia” and financing of research would grow at least by the amount envisaged in the strategy.
... the University of Tartu will more vigorously support top-level research by creating the best development environment for research groups and researchers who are at a high international level.
… the University of Tartu creates opportunities for the academic staff for uniting teaching and research by providing certain periods when staff members can be entirely concentrate on research (e.g. by offering sabbatical semesters and decreasing the number of contact hours for teaching in the whole University).
… the University of Tartu participates actively in research and development projects financed by the European Union, being ready to take the role of the leading partner.
... the researchers of the University of Tartu get effective assistance from the support structures of the University in applying for international research grants and project writing. For this, the counselling competence of support structures should be enhanced, relations created with international project-writing agencies, exchange of good experience within the University be promoted.
... the University of Tartu will more efficiently support interdisciplinary cooperation and actively search for solutions to overcome barriers between specialities and faculties.
... the University of Tartu will elaborate principles for allocating activity support from baseline funding, which would primarily support strong research groups, help to cover the maintenance expenses of joint laboratories, support bringing new (including international) competences to the University and hedge the risks of competitive financing of research (e.g. by offering temporary bridge financing to strong research groups who have not received financing from the Estonian Research Council, although were highly assessed by reviewers).
… Estonia would get a classification of research areas that would meet our national interests (e.g., the current classification does not include the Estonian language, Estonian literature, Estonian history, etc.).
... specific features of research areas are taken into consideration in financing of research and assessment of research results and publications. For assessment of artistic creation on the same basis as research, assessment criteria considering the specific features of artistic creation will be agreed upon.
In teaching and studies, I as Rector promise to ensure that...
... the University of Tartu will give students high-quality internationally competitive education which, in addition to expertise in their speciality and experience gained during traineeship, includes transferable skills and good value attitudes (honesty, diligence, entrepreneurship, creativity, responsibility, etc.). Traineeship will be introduced into all curricula.
... several specialities can be combined at the University of Tartu and opportunities for interdisciplinary studies will broaden.
... teaching and studies at the University of Tartu are based on the new constructivist approach to learning that considers teaching staff and students as partners and values self-supervised and cooperative learning, students’ emotional satisfaction, internal motivation, readiness for uncertainty, openness, and reflection skills.
... teaching staff members of the University of Tartu serve as models in cooperative learning; the University supports the development of its staff; teaching values pedagogical mastery and application of new methods and ICT resources.
... the University of Tartu lays greater emphasis on good supervision, individual counselling of students and supportive assessment (goal-setting in studies, mapping one’s progress in studies, choosing the right learning strategies, feedback on achievements, and reflection on what should be changed).
… curriculum development at the University of Tartu curriculum is consistent and systematic (the duration of curricula reform measures should be at least three years to avoid the instability characteristic of project-based management).
... the University of Tartu creates a motivating and supportive learning environment for hard-working, inquisitive and active students and provides them with facilities to get advice and help.
... master’s studies would be sufficiently flexible for students and compatible with working.
... the objectives and content of doctoral studies will be revised considering the later employment of persons with doctoral degrees; doctoral students could be entirely dedicated to their studies, receiving a doctoral grant that equals at least the teacher’s salary at schools of general education.
… graduates of the University of Tartu would be highly appreciated by employers and in high demand. The University should offer the graduates support in starting a career in their speciality (counselling, mediation of job offers, etc.).
... students’ worries will find quick solutions, their constructive feedback is taken into consideration, and they are included in deciding problems that concern them.
… the alumni of the University would take a greater part in the activities of the University of Tartu and development of their specialities, including founding of professorships supported by them and stipends for the best students of their speciality.
II. The University of Tartu as an academic republic.
The University uses the advantages of the universitas for creating best conditions for interdisciplinary teaching, studies and research. The University provides the members of the academic community with best conditions for professional and individual development and self-actualisation, and an inspiring environment for studies and work. In the arrangement of University life, the University of Tartu follows democratic principles, valuing personalities, honouring human rights, academic freedoms and the dignified traditions of Alma Mater.
As Rector, I want to ensure that...
… academic, not economic interests prevail at the University of Tartu.
… the University of Tartu would use the advantages of universitas so that students could get a broad-based education or even learn several specialities. It is essential to map which circumstances make institutes and faculties deviate from the principle of universitas and attempt “to teach their students themselves”.
.. the University of Tartu would not set teaching staff against students, academic staff against support staff, Estonian students against foreign students; that the academic community would be joined by a strong sense of togetherness, that the people working and studying here would care about their University and the University would care about its people.
… the University of Tartu would make essential information available for staff and students in English; that the University would effectively assist staff members and students whose mother tongue is not Estonian in acquisition of the Estonian language and integration into University life. The University should create a Welcome Centre where foreigners coming to work or study at the University and their family members could get systematic advice and help in solving problems of academic and everyday life (residence and work permits, health insurance, opening of bank accounts, accommodation, schools, kindergartens, job opportunities, paying of taxes, etc.). International students should not be accommodated in a separate hostel but together with Estonian students.
... the University of Tartu would value diversity and tolerance, follow the principle of equal treatment and good academic practices: the good practice of studying and teaching, management, and research, and that the way of monitoring these practices would be agreed upon, and procedural rules created for dealing with breaches of them.
... the faculties and institutes of the University of Tartu would acquire greater rights for decision-making (as the structural reform promised strong institutes), that no structural unit would be left alone with their sorrows; I would listen to everyone and help to find solutions to problems.
... the University of Tartu would become a really enterprising university, that the number of external partners would increase and that the University could attract more private funding.
... the University of Tartu would pay its staff competitive salaries, the target being the following pay scheme for teaching and research staff: lecturer / research fellow 2, associate professor / senior research fellow 3, and professor / lead research fellow 4 average Estonian salaries.
... the University of Tartu would protect its staff from burnout by enabling each staff member to do the work s/he can and wants to do the best. This presumes flexibility in agreeing on work tasks (e.g. a teaching staff member can do less research if s/he excels at teaching, and a researcher does not need to teach if his/her research needs dedication, the salary comes from research funding, and the structural unit’s needs for teaching are satisfied).
... the University of Tartu would create a motivating and supportive work environment for the whole staff and create opportunities for environment-friendly action and leading a healthy life.
... successful teaching staff members and researchers of the University of Tartu would have a perspective for moving on to the higher rungs of the career ladder.
... retiring professors of the University of Tartu who have successfully passed accreditation would receive dignified emeritus pay that would be at least half of the minimum salary of the professor of the University of Tartu. If they wish, emeritus professors could continue teaching, doing research or supervising.
... bureaucracy within the University would diminish, and teaching and research staff would have more time for research; that the University would protect its staff from external bureaucratic limitations (e.g. that research fellows of a centre of excellence are not allowed to teach, or lecturers for doctoral schools have to be found by public procurement).
... the requirement for duplicated reporting would be abolished (for that, information systems have to be developed, and cross-usage of databases should be enabled).
… the budgeting principles of the University of Tartu would be transparent, and reliable underlying data, analysis of the needs and contributions of different specialities and structural units, and analysis of different influences would be available for everyone for discussion.
... the overhead costs policy of the University of Tartu would not inhibit development but would motivate procurement of additional resources for the University.
... the Ministry of Culture would cover a larger part of maintenance costs of the University museums.
... the buildings of the University of Tartu would be renovated to be energy-saving and cost-effective.
... the IT infrastructure of the University of Tartu would be at a high level, and the new Study Information System would be as user-friendly as possible.
... the University of Tartu would apply a technologically advanced system of planning and monitoring the use of rooms, considering the possibilities of reducing the structural units’ costs through cross-usage and concentration of rooms.
III. The University of Tartu as a globally recognised research university and active shaper of the European research space.
The University of Tartu is part of the world’s spiritual life, opening Estonia to the world and bringing the world to Estonia. In certain areas, the University of Tartu is recognised in Europe or even globally as a top-level university and an attractive cooperation partner for student and researcher exchange.
In international communication, I as Rector ensure that...
... the University of Tartu would reconsider its strategy of internationalisation by agreeing on the target countries and measures that support systematic invitation of foreign lecturers and researchers to the University, development and marketing of international curricula, mobility of teaching staff and students, and integration of foreign lecturers and students.
... the University of Tartu will become more open by inviting foreign professors for specialities where Estonia lacks expertise, create new opportunities for returning home to Estonians who have defended their theses abroad – for doctors and postdoctors and researchers who work abroad.
… the University of Tartu would create a global network of Estonian researchers related to the University and develop a motivation packet for attracting foreign researchers to work as visiting lecturers and researchers or supervisors of degree students or advisers to the University.
... the University of Tartu would actively fulfil the existing international cooperation agreements and find new partners in Europe and the United States and the rapidly developing Asian and African countries. (At present, the University of Tartu has no partnership agreements with universities of Austria, Denmark, Norway and Switzerland, and only one agreement with a British university.)
... the University of Tartu would be an active partner in international cooperation networks and participate actively in shaping the research policy of the European Union, being an active representative in problems requiring our competence.
... the University of Tartu would be an attractive place for holding high-level international conferences, and the support structures would provide researchers with necessary support in arrangement of conferences and their media coverage.
IV. The University of Tartu as the spirit and development motor of Tartu
The University of Tartu develops the international image of Tartu as the education capital and an open university town. The University cooperates actively with the town, helping to make Tartu a town with the best quality of life and desirable workplaces, the best schools and kindergartens in Estonia, a rich choice of hobby education, excellent sports facilities, the best medical aid, high-level cultural and memory institutions, the best living environment architecturally, technologically and ecologically, and a green way of life.
As Rector, I will contribute to…
... active cooperation between the University of Tartu and the institutions located here in planning the spatial layout of the University of Tartu, development of its infrastructure and satisfaction of the social needs of the academic community.
... the fulfilment of the dream of the citizens of Tartu that there would be a four-lane highway from Tartu to Tallinn and, in addition to Helsinki, there would be flights, e.g., to Tallinn, Riga, Stockholm and Warsaw.
... the whole people of Estonia sharing in the spirit of Tartu. This could be done by creating internet television operating in cooperation between the University of Tartu, the town of Tartu and the enterprises and institutions located here.
... active cooperation of the University of Tartu with Tartu University Hospital and other Estonian hospitals to provide medical students with the best traineeship facilities and constant feedback.
... active involvement of the University of Tartu in the needs of the town. Together with partners from the public, private and third sector, we should seek for solutions for the problems facing Tartu and other towns and regions, also by involving students in discussions and development projects.
V. Inclusive and open management of the University of Tartu
When becoming Rector, I promise to be Rector of the whole University and make the management of the University of Tartu more professional, inclusive and integrated.
1) The key question of management is: how? We have agreed on the objectives of the University. Everyone knows what should be done but is not certain how. For years, there have been promises to raise salaries, to reduce bureaucracy, to increase interdisciplinarity and involvement of private funding. Unfortunately, there has been no great progress in these areas. Thus, the key issue is to find the sources of problems that hinder the development of the University in the desired direction. Why has it not been possible to raise salaries so that the lecturer’s, associate professor’s and professor’s mean salary would be respectively two, three and four average Estonian salaries? Why is cooperation functioning in some areas, but elsewhere there is only competition? Success will come if we pay more attention to the level of how, if we think how to solve the problems that have appeared in University life, involve experts and those whom the changes concern in search for solutions, and consider the potential side effects.
We can only be helped by creative approach, avoiding of clichés and courage to try something new. We are carried forward by smart solutions, finding the right niches, international cooperation and greater efficiency, flexibility and convergence of forces in the University and the whole country.
2) Management has to become knowledge-based. The Development Plan of the University of Tartu until 2020, to the creation of which I greatly contributed, will still be valid for four years. The principal values and significant objectives of the University have been well expressed there, and the mission of the University of Tartu has been formulated at different levels: the organisation, the town, Estonia, the Baltic Sea region, and the European Union. Each year, we agree on the activities we should engage in to reach these objectives. But how can we know that, by doing so, we get the University we want? The answer is that we do not always know. We work by the method of trial and error, doing what seems right. But the principle should be: look before you leap. And after you have leapt, be ready to look around and correct your errors.
The present management process of the University has no place for systematic analysis of the influences of the reforms carried out and the changes planned, and for discussion of the results. To diminish people’s workload and to prevent burnout, management should be made knowledge-based, involving the competence of social sciences.
The management of the University should be understood as a learning process that has five elements.
1. mapping where we stand in our development (information should be received from both the internal and external environment);
2. defining who we are and where we want to go (values and vision);
3. finding strategic factors of success;
4. finding the right tactics for implementation of strategic priorities;
5. continuous critical assessment of what has been done and introduction of changes if necessary.
3) Creating an integrated concept of a good university. Good management of the University requires an integrated understanding what makes a good University. A good university is good in all its aspects: teaching, studies and research, serving the society, learning and work environment, organisational culture, management, and cooperation with domestic and foreign partners. If attention is paid to one aspect only, the University like a big ship can tilt. Today we have not negotiated yet what “good” means in the case of each aspect, and how to assess if things are in order or need improvement. Formulation of the good practice of learning, teaching, management, and research will certainly contribute to the creation an integrated model of “good university” soon. The model of “good university”, however, will become operative only if we agree on the criteria and engage in honest self-analysis to know how good we really are in learning, teaching, research, or management. Critical self-reflection and readiness to learn from one another’s good experience is an important precondition for the development of the University.
The University is a complicated system which consists of a great number of different parts and activity levels. The University has to meet different expectations and fulfil different functions, which requires constant seeking for a balance between learning and teaching, fundamental and applied research, international and national, keeping of traditions and being innovative, efficient and inclusive management. Today, the academic staff of the University are burdened with very different duties: they have to teach and do research, do contact and e-teaching, write grant applications and development projects, participate as experts in different bodies outside the University, popularise their speciality and participate in solving the problems of the Estonian society. The role of the support structures of the University is to assist the academic staff in the best possible way in fulfilling all these duties and tasks and to create a system for taking their diverse contribution into consideration.
4) Cooperation and inclusive management. I consider it essential to make the management of the University more open and inclusive. The Estonian business world has also understood that management does not mean only making strategic decisions but primarily work with people – communication, motivation, inspiration. For different reasons, estrangement is gaining ground in the University; there is more competition than cooperation; the foundations for assessing people’s workload and contribution are unclear, and motivation packets are not carefully considered.
Reforms are successful only if they are understandable to people and unleash creativity and positive energy. For example, helping an institute out of financial difficulties does not require making a large number of people redundant but efficient cooperation between different structural units. Rearrangement of curricula also requires negotiations with different parties, listening and motivating people for changes. Reforms introduced by force can make people apathetic so that they get wrapped in their cocoons and lose interest to discuss broader matters.
I am sure that the greatest treasure of the University is its people. Let’s take care of our people – our students, our current and retired staff members, our alumni. Because we actually are the University!
Tartu, 6 March 2017
Edited on 7 March 2017