Meritocracy and models of HEI governance in Latvia before “Latvian University Act 2007”, experience of the University of Latvia Ivars Lacis Pictures of Pablo Picasso and Henry Matisse from The Stage, a bit of perceptual thinking Excerpts from Oxford’s UNI White paper History of meritocracy in Latvian HEI Congregation, Senate and Rector in the University of Latvia Collegial University and professionals in administration Council in the “University Act 2007” Blue dream Cubism, crowding effect, final remarks

What is the role of the Governing Body in a university striving for excellence? What is the mission of the Governing Body – managing an institution or managing change? How can we create systems for resource reallocation? How to strike a productive balance between the Board and Vice Chancellor? Excerpt from Allan Larson on Governing bodies of HEI, OECD seminar in Paris Pictures of Pablo Picasso and Henry Matisse from

All pictures of Pablo Picasso and Henry Matisse are from What do businesses need today? A new way of thinking that opens a door they didn’t even know existed. A way of thinking that seeks a solution to an intractable problem through unorthodox methods or elements that would normally be ignored by logical thinking. They need Lateral Thinking. Edward de Bono

Perceptual thinking is extremely important. Yet we have made no effort in education to teach perception. We have believed that teaching logic was enough and this would ensure good perception. This is totally false. Goedel's theorem shows that from within a system you can never logically prove the starting points. The starting points are arbitrary perceptions and values. Edward de Bono

Creative thinking is not a talent; it’s a skill that can be learned. It empowers people by adding strength to their natural abilities, which improves creativity and innovation, which leads to increased productivity and profit. Today, better quality and better service are essential, but they are not enough. Creativity and innovation are the only engines that will drive lasting, global success. Edward de Bono

Governance, decision making and recent changes of the governance in Oxford’s University Bicameralism: Council with lay members, lay Chairperson and Academic Board The Nominations Committee and competence of the Council Committees of the Council: Audit & Scrutiny, Finance, Investment and Remuneration Financial integrity and sound planning are central to the achievement of the University’s academic goals

Roots of meritocracy in the University of Latvia, selection, merit and powers Academic tradition and challenges of freedom Extensive growth of study programs, student admission, Faculties and the University New roles and identities of professors Administration by half time academics Law of HEI, growth of private initiative and merit

Congregation – “Satversmes sapulce” the main sovereign body of the University Constitution – “ Satversme” and running items of every day life, e.g., Faculty board University Board – “Senats” as the small parliament Composition and responsibilities of legally non existing rectorate – “Universitates vadiba” Delegation of critical powers and practical action examples

Collegial University with 13 Faculties and legally independent research Institutes Strategic development plan and administration reform of year 2001 Dean and Administrative director of the Faculty as compensatory tool for part time academics Experience with rector – dean budget agreement as a way towards performance accountability Chancellor in the University of Latvia and the way from profit toward cost centers

/ Brief history of Latvian University Act 2007 Council and Congregation, problem of size phenomenon and competence of laymen Concil – Rector - University Board Support structures and framework for scientific excellence On-Line Leadership development program for the Principal Investigators, UK example What is missing?

Like Oxford’s University we all are looking for: ‘a Scholarly community based on mutual respect and shared responsibilities’ which cherishes academic freedom, and its commitment to subsidiarity, disciplinary diversity, parity of esteem and collegiality. /Oxford’s White Paper on University Governance/ Are our challenges only in Governance change, clever law, or we should try to perceive all of the staff differently, as de Bono suggests?

Fix your eyes on the mark! Thank you!