Doctoral supervision: sharpening the focus of the practice lens

Abstract

The literature on doctoral supervision is heavily informed by a focus on the individual and dyad, together with a self-help ethic of supervisory improvement. On the margins is a disparate literature taking a 'practice' perspective on doctoral supervision. But this literature is disconnected and lacking in some important features. This article's intention is to sharpen the focus and so to enhance the utility of a social practice theory lens. It refutes the idea that the practice perspective is inherently conservative, showing how a sharply focused lens can challenge assimilationism. The article first elaborates on the individualist approach and highlights differences with the practice approaches as already developed. It then sets out a social practice approach which builds on that existing literature. Finally, it applies this to the issue of colonialist assimilationism in doctoral supervision. The article is not directly based on empirical research, but instead uses existing literature to indicate ways in which a social practice approach might more effectively address the enhancement of doctoral supervision.

Metrics, metrics, metrics: the emergence of technological universities in Ireland

“…A significant challenge with policy implementation is that it involves a complex interplay between multiple actors, structures, resources and systems. Although operating within complex social structures, Trowler (1998) believes that the individual has a significant role to play in the implementation of change. It is to some extent easier to change if there is congruence between the individual's attitude, values, behaviour and those of the change process.…”

“…The degree of congruence will often determine success (Gallagher, 2014). Trowler (1998) proposes that reactions to change within an HEI can be classified using the following four headings:…”

“…Authors including (Barnacle and Mewburn, 2010;Stephens, 2014;Trowler, 2021) explain that completing a doctorate changes people. The doctoral study involves different people in different contexts from different disciplines who change in different ways.…”

“…The managers will become more "visible" on the policy implementation staircase post-TU designation (Reynolds and Saunders, 1987). Indeed, they will become a key actor in interpreting, negotiating and reconstructing policy (Trowler, 1998).…”

“…The managers are the key conduit in bringing about the successful transition to TU status. We apply the Academics Responding to Change model (Trowler, 1998) to help capture the complex mix of direct and indirect effects that metrics can have. During semi-structured interviews, we reviewed the: traditional approach to using metrics; how the introduction of metrics impacted on the institution and individual staff members; and we reflect on how future changes might be shaped by metrics.…”