The Innovation of Decentralized Staff Development at Birmingham Polytechnic

Abstract

This paper notes that although staff development in higher education institutions is promoted by centralized units, the approach has several weaknesses. One institution of higher education, Birmingham Polytechnic, has sought to depart from prevailing practice by promoting decentralized staff development. Early attempts that were made through the appointment of professional and staff tutors were not successful. Subsequently, the adoption and implementation by the Polytechnic of a strategy for extensive change eventually led to the appointment in 1985 of part‐time staff developers for all six faculties. Events leading up to this innovation are described. The successful introduction of decentralized staff development at Birmingham Polytechnic is explained with reference to Lindquist's (1978) model of adaptive development. Each of the five crucial factors in the model is shown as having been influential in the events leading to staff development decentralization. It is concluded that the case of Birmingham Polytechnic may serve as a useful guide for other institutions which wish to decentralize staff development.