During a recent leadership course led by Professor Emeritus Tan Sri Dato’ Dzulkifli Abdul Razak, participants were invited to reflect on the current challenges in university management by choosing to be “WEIRD or WISER.” This thought-provoking exercise underscored the need to rethink how universities align innovation with practicality in serving their stakeholders.
The University’s Dual Responsibility
Universities play a critical role in shaping the future workforce while balancing academic innovation with industry demands. On one hand, academic institutions thrive on developing new theories, concepts, and even acronyms to remain at the forefront of intellectual growth. On the other hand, these efforts must be grounded in the realities of a capitalist-driven ecosystem.
Universities often align their key performance indicators (KPIs) with the Ministry of Higher Education’s objectives while serving a diverse range of stakeholders, including students, parents, communities, and the nation. However, the ultimate “clients” of universities are industry players—those who employ graduates and, indirectly, sustain the institutions themselves. This begs the question: Are universities truly producing graduates who meet industry and societal expectations?
The Dilemma of Being WEIRD
In the pursuit of excellence, universities may embrace “weirdness”—unique approaches that stand out and contribute to meeting institutional KPIs. For instance, investing in cutting-edge blended learning platforms, achieving top rankings, or pioneering innovative teaching methods can boost an institution’s profile. However, these efforts are only meaningful if they align with the end-user’s needs—the industries and communities the graduates will serve.
Leadership must recognize that universities do not operate in isolation. They are part of a broader ecosystem where collaboration with industry is essential. Being WEIRD might serve internal goals, but it must be tempered with practical wisdom to ensure relevance and sustainability.
What It Means to Be WISE
Being wise in university management involves finding a balance. Leaders must mitigate the excesses of capitalism, selfishness, and stress while fostering collaboration between academia and industry. A WISE approach prioritizes open dialogue with all stakeholders to ensure that innovation aligns with market demands and societal needs.
For example, a strong university-industry partnership can help bridge gaps between academic achievements and industry expectations. Such collaboration ensures that the innovations universities pursue are not just impressive but also impactful.
A Framework for Balancing WEIRD and WISE
Capacity and Capability Index: Universities should develop indices to measure WEIRDness and WISEness within their institution. These indices should reflect the unique needs of both academic and administrative stakeholders, ensuring that innovation and practicality coexist.
Defined Parameters: Establish clear parameters to distinguish between WEIRDness and WISEness. This benchmarking can help universities assess whether their approaches are effective and sustainable.
Policy and Execution: Policies should empower leaders to pursue WEIRD initiatives while maintaining WISE oversight. This includes defining whether certain innovative practices fall within normal, optional, or compulsory job scopes.
Character Building: Incorporating character development into the curriculum and administrative practices ensures that leaders, educators, and students are equipped to navigate the complexities of this balance.
In university management, the choice between being WEIRD and WISE is not binary. Instead, it is about integrating both elements to create a holistic approach that drives innovation while remaining grounded in reality. Leaders must foster environments where weirdness fuels creativity, and wisdom ensures that creativity serves its purpose. By doing so, universities can meet the needs of all stakeholders and stand out as resilient, relevant institutions in an ever-evolving global landscape.
The challenge lies in answering two critical questions: Who are we ultimately serving, and how can we align our goals to meet their expectations? By focusing on WEIRDness while being WISE, universities can thrive without having to choose between innovation and pragmatism.
