Mon, 30 Jul 2007

Fit for purpose – how Emerson College adapted in a changing world

By Christian von Arnim

FOREST ROW (NNA) – Emerson College is an international centre for adult education based on the work of Rudolf Steiner. It is situated in an idyllic setting in the rolling southern English countryside of Sussex and offers students of all ages from all over the world courses and training in Waldorf education, biodynamic agriculture, foundation studies, visual arts, sculpture, storytelling, creative writing, English, puppetry and an orientation programme for 18-24-year-olds.

Yet in recent times the situation within the college itself has not been as idyllic as its setting. Poor management, conflict among staff and rising debt meant that Emerson was finding if increasingly difficult to function effectively. Substantial assets ensured that there was no immediate threat to its existence, but it was nevertheless a situation which could not be allowed to continue.

In a way which has been symptomatic also of some other anthroposophical institutions in recent years, the college had lost its sense of direction and needed to find a new way to structure both its internal relationships and the way it stood in and related to the external world.

It was only when a number of staff left and the college could finally be persuaded two years ago to set up an external board of trustees, which began its work about a year ago, that the process of reversing the downward spiral at the institution could begin.

New staff and a new administrator were appointed and, as John Thomson, a former teacher at the college, now retired, who was instrumental in creating the external board of trustees and is one its members, explains: “Now there is a very different atmosphere, there’s a very positive atmosphere in the college.”

Another important aspect of the change at Emerson, Thomson says, was a complete reappraisal of the role of the college and its task in today’s world: “How does it engage, as a representative of anthroposophical work, with the contemporary situation, with the world today?”

As the final stage of that process of turning the college round, it is now seeking a person to take what it describes as a “leadership role” to guide Emerson into its next stage of development. What this at first sight rather nebulous concept means in practical terms is spelled out by Emerson in its description for the job: “As part of this development, the leadership role will involve networking with other institutions and organisations whose goals are in sympathy with the College and also reaching out to the larger global community.”

At the same time “within the college itself, the capacity to act successfully in a collegial atmosphere is essential.”

A kind of chief executive then? Yes, says John Thomson, up to a point, but in fact the role involves much more than that, creating the space in which the college can flourish, both internally and externally.

Yet as Thomson is keen to emphasise, the college is not looking for a charismatic leader who will tell everybody what to do, but rather someone who can “enable the other people who are working there also bring out their leadership qualities”, who can integrate the work of the different groups within the institution and present the college to the public “in a way that is contemporary and can relate to the huge problems that face society today.”

In the press release for the job, Emerson describes the leadership role as “an opportunity for someone who seeks to present anthroposophy as a real answer to the spiritual, social, educational and scientific needs of the twenty-first century”. But these words might just as well serve as a concise summary of Emerson College’s new-found purpose as it sets out on the next stage of its development.

END/nna/cva

Emerson College: tel.: +44 (0)1342-822238, fax: +44 (0)1342-826055, email: mail@emerson.org.uk, Internet: www.emerson.org.uk

Item: 070730-01EN Date: 30 July 2007

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