ABSTRACT
Ken Edwards offers a historical perspective on the ‘perpetual revolution’ that has sofundamentally changed the role of vice-chancellor in traditional research universities. Prior to the government-imposed reforms of the last decade, he describes the seemingly genteel but highly politicized world that characterized what was essentially a confederation of loosely affiliated academics. Change evolved slowly, if at all, and decision-making processes reinforced inertia more than action, as well as professional self-interests. He describes the challenge of trying tofocus points of light in three-dimensional space into an image. He uses this metaphor to capture the essence of the balancing act now required by vice-chancellors who must protect the fundamental mission of a university while ensuring its survival through constant change. Leading ‘from the top’ rather than from the centre becomes essential. On the question of mission, he differs from Webb, Harrison and Shackleton who are actively questioning taken-for-granted understandings of college or university for the 21st century.
