Equal Opportunity versus Elitism? Culture Change in a New ‘Old University’

This paper examines aspects of the experience of a male University Pro‐Vice‐Chancellor with responsibilities for equal opportunity (EO). It reflects upon attitudes within the university and efforts at equalizing opportunity; on some practical obstacles; and on some devices used to promote EO. This responsibility is anchored and explained in the context of an interest in organization development, organization culture, and the management of innovation. The paper considers EO but also scans other attempts to achieve cultural change in support of other policy aspirations: strengthening a ‘research culture’, creating a ‘teaching culture’, fostering staff development, access and community service. It considers how far change has been internally or externally driven and has been intrinsic or extrinsic, rational, persuasive or coercive, principled or pragmatic, interested or disinterested, and with what success it has been promoted by formal and informal means. The university’s membership of Opportunity 2000 is located within this analysis. An attempt is made to illuminate what has worked and why, taking account of the resilience with which change can be subverted; informal as well as formal modes of working; and the extent to which working with the grain may be effective. The paper combines practical experience of promoting EO with reflection upon the experience.