Creating cultural change within large organisations is a complex process that involves action across all levels of the institution. In the context of incomplete and uneven processes of marketisation, ‘top-down’ managerial approaches pose further challenges for organisational change in the UK Higher Education sector. Drawing on a study exploring the implementation of ‘good practice’ recommendations for addressing BAME (Black and Minority Ethnic) or GEM (Global Ethnic Majority) awarding and continuation gaps at a post-1992 institution in England, we suggest that individual and peer-driven initiatives might be more effective at driving change within HE, rather than external ‘top-down’ approaches that risk demotivating staff. Through our discussion of what drives equality work in universities, we highlight the power of harnessing the autonomy, innovation and commitment of HE staff and aligning equality work with their own existing personal values and identities.
Lehtonen et al. (Fri,) studied this question.