Bharti Institute of Public Policy Hosts Goa’s Higher Education Officials for a Four-day Workshop on Governance, Leadership, and Transformation

A four-day workshop on Governance, Leadership, and Transformation for officials of the Department of Higher Education, Government of Goa, was held at the ISB Mohali Campus from April 2^nd-5^th, 2024.

The workshop organised by the Bharti Institute of Public Policy commenced with 26 participants including principals of higher education institutes led by Dr Niyan Marchon, Professor, Directorate of Higher Education, Government of Goa.

The cohort was welcomed by Deepti Soni, Associate Director, Bharti Institute of Public Policy.  Addressing the cohort at the inaugural session, Dr Aarushi Jain, Policy Director, Bharti Institute of Public Policy, said, “Higher education is not just about acquiring knowledge, it is about fostering critical thinking, nurturing creativity, and cultivating a lifelong passion for learning. As leaders in education, our responsibility is to empower students with the skills and tools they need to thrive in a rapidly changing world. Let us strive to create an educational ecosystem that is inclusive, innovative, and forward-thinking, where every individual has the opportunity to reach their full potential.”

Dr. Jain kick-started the workshop with an interactive ice-breaking session and led the session on Ethical Decision Making wherein the participants took part in a Leadership Simulation exercise, designed to highlight the significance of ethical decision-making. 

She started her session with an overview of the importance of values, core values, and ethical relativism in shaping decisions. Dr. Aarushi artfully delineated how values serve as the compass guiding individuals through the labyrinth of moral dilemmas, especially in the realm of education where leaders bear the profound responsibility of nurturing ethical sensibilities in students.

The session unfolded into an interactive exercise aimed at fostering self-awareness and introspection among the participants. Each student was prompted to delineate their top three values, followed by an in-depth exploration of their foremost value. The session further emphasised ethical dilemmas that leaders often encounter, highlighting the complexities involved in balancing competing interests and values. Through engaging discussions and real-world examples, Dr. Aarushi demonstrated the application of ethical theories such as utilitarianism and deontology in navigating these dilemmas.

Drawing upon the wisdom of Aristotle and other eminent philosophers, Dr. Aarushi explained how Eudaimonia serves as the aim of ethical conduct, guiding individuals towards a state of profound fulfilment and well-being. The session concluded with participants leaving with a wealth of insights to ponder, carrying with them a renewed sense of purpose and clarity regarding their ethical values as leaders of esteemed educational institutions.

During his session on ‘Motivation and Excellence in Higher Education’, Vivek Atray, IAS (Retd.) cited the examples of prominent leaders such as Paramahansa Yogananda, Field Marshal Sam Manekshaw, and Sudha Murthy, and said, “Our role models may vary, but it is important to remember that success is not just about winning medals or achieving fame, it is about finding joy in our daily work and leaving a positive impact on those around us. By focusing on integrity, effective communication, and genuine appreciation, we can create a culture of excellence and motivation in higher education”.

In his session on ‘Leadership for Higher Education’, Amarjeet Sinha, (IAS Retd), Member, Public Enterprises Selection Board, presented the challenges in the quality of higher education and highlighted the 12 key areas of reforms for achieving excellence with equity and quantity. During his presentation, addressing the cohort, he said, “If we provide an educational institute with a good leader, endowed with autonomy to make decisions, it will make all the difference in the quality of education being imparted.”

During his session on Contemporary Context of Leadership, Prof. Rajeswar Upadhyay elaborated on the need for emotional intelligence in leadership and the importance of ‘balance’ in a leader’s decision-making capability. He explained how emotional stability operates from self-restrain and responsiveness and how it can be developed. During his interaction with the participants of the workshop, he discussed how inclusivity and management of one’s temperament are important for effective results. A leader embodies gravity, compassion, and collaborative problem-solving. During his session, the participants also watched clips from the movie, Invictus, based on Nelson Mandela’s life to understand the qualities of an inclusive and firm leader. 

Professor S Ramnarayan during his two-day sessions engaged the participants in insightful discussions on Leadership & Change Management, shedding light on human behaviour in various contexts. The session emphasised the enduring nature of human dynamics and the critical importance of understanding and navigating these dynamics effectively.

The discussions revolved around three key factors: rationality, emphasising logical decision-making processes; emotional intelligence, highlighting the role of emotions in establishing connections and managing them effectively; and the evolutionary aspect of emotions influencing decision-making. A notable feature of the sessions was a simulation activity on change management in a corporate setting. The simulation, known as the EIS Simulation, offered participants hands-on experience in leading change initiatives, covering diagnostic actions, awareness building, interest building, appraisal/trial, and risky actions. Participants gained insights into effective change leadership strategies and were able to track their progress over a simulated period of 120 days. Professor Ramnarayan also introduced the 'SCARF' concept, focusing on status, certainty, autonomy, relatedness, and fairness in organisational dynamics. He emphasised the distinction between management and leadership, emphasising the critical need for strong leadership alongside effective management.

He further delved into crisis-induced learning through real-life case studies from higher education change initiatives. Thought-provoking questions about personal and organisational excellence resonated with participants, sparking meaningful introspection and dialogues.

Professor Anjal Prakash, Research Director, Bharti Institute of Public Policy, led a comprehensive session on drafting Vision 2030 and Institutional Development Plans for Higher Education institutions. The session emphasised key components essential for strategic planning in educational settings.

Mission and Vision statements were highlighted as fundamental pillars of institutional identity and aspiration. The mission statement elucidates an organisation's core values and purpose, while the vision statement outlines its desired future state. Strategy formation was discussed as the roadmap towards achieving the vision, encompassing strategic priority areas, objectives, actions, and key performance indicators (KPIs). The Pyramid model was introduced as a flexible framework, allowing for both bottom-up and top-down planning approaches.

Group tasks were identified as crucial for effective planning. These tasks included defining conceptual frameworks, emphasizing the significance of the topic, conducting thorough reviews of existing Higher Education Institutions (HEIs), and performing SWOT analyses to identify strengths, weaknesses, opportunities, and threats. The SWOT analysis served as the foundation for identifying areas for improvement and guiding strategic decision-making.

In conclusion, Professor Anjal Prakash's session underscored the importance of strategic planning in higher education. By engaging in group tasks such as conceptual framework definition and SWOT analysis, institutions can develop robust plans that align with their values and aspirations, ultimately leading to enhanced effectiveness and success in fulfilling their educational mandates.

 In his second session on Leadership Lessons from Ancient Indian Texts, Prof. Anjal Prakash led the discourse by delving into various facets of human cognition, creativity, leadership, and governance, drawing insights from Indian scriptures and narratives. He elucidated the five stages of the mind, ranging from the restless and distracted state akin to a 'Monkey Mind' to the pinnacle of concentration, Nirudha. Through anecdotes and examples, he underscored the importance of humility, flexibility, and decisive leadership, citing characters like Nahush, Hanuman, and Bhishm Pitamah.

Emphasising the need for leaders to remain grounded, adaptable, and decisive, he drew parallels from mythological narratives such as Ganesh's strategic thinking and Hanuman's swift action. In essence, this session amalgamated psychological insights with timeless wisdom from Indian scriptures, offering profound lessons on creativity, leadership, and ethical governance.

A gala dinner was also organised for the participants on the campus and the cohort also indulged in local sightseeing during the course of the workshop.

The workshop was conducted as part of the MoU between the state government of Goa and the Indian School of Business and a knowledge partnership focusing on evidence-based policy formulation and impact in the state.