ABSTRACT
Many universities have signed international and national declarations that have publicly committed them to embed sustainability within education, research, outreach and management operations. To date, research has focused on examples of good practice and case studies. Little research exists that has looked at the change process itself. This paper is based on a doctoral study conducted at the University of Southampton in which a doctoral student was engaged as a facilitator and critical friend for a period of more than one and a half years working with a group of staff and students trying to embed sustainability within the institution. In this paper, evidence is provided on the impact and contributions made by the critical friend and facilitator role, and reflections presented on the challenges and opportunities the doctoral researcher encountered during the research.
Disclosure statement
No potential conflict of interest was reported by the author.