ABSTRACT
This book has explored many different aspects of the higher education development environment. It has mapped the converging fields of teaching, research and leadership development, illustrating that many of the methodologies, concerns and focus areas of these fields are strongly allied. At the same time, the significant influence of the executive sponsor, organisational structures and historical precedent have served to locate each of these fields in distinctively different domains of university activity. This segregation has encouraged a silo mentality that has served as a divisive barrier between these groups, reducing the potential to share good practices, expertise and common concerns. It has also limited the collective capacity of these groups to build more influence and reach across their universities and the sector. A notable consequence of these practices has been the tendency to compartmentalise development to reflect the particular focus of the designated HED service. However, this is a frustration for many academics and leaders who must seek support from different agencies that employ different approaches and with differing degrees of effectiveness.
