Learning and teaching policies in higher education: mediations and contradictions of practice.

This article explores the meanings involved in the development and implementation of learning and teaching policies in higher education through a single institution case study in an English university. It draws on interview data collected from middle manager-academics, located in Schools, who are charged with implementing learning and teaching policies. Tensions and contradictions of practice emerged from a detailed analysis of the data identified through three closely related themes: centre/periphery, time and temporality, and disciplinary locations. The central theme, which frames the discussion of the other two, concerns relations between centre and periphery. The manager-academics identify themselves with the interests of their colleagues within Schools and use their position to mediate between central pressures and practice on the ground. Rather than identifying with managerialist practices, they rely on projected ideals of collegiality in their relationships with School colleagues. At the core of these experiences are differing conceptions of time in the centre/periphery relationship. Different experiences of temporality, tempo, and timing are explored from the manager-academics' perspective. There is considerable tension between time understood on the ground and the time-scales of central learning and teaching initiatives. The final theme concerns the organising role of disciplinary identities in articulating meaning at the periphery. Innovations appear rooted in disciplinary practice and some tensions exist between these and perceptions of educational theory and development. The article suggests that these contradictions and tensions might be a source of strength to the institution rather than having negative effects. It concludes with some reflections on the importance of time to the development of educational theory. [ABSTRACT FROM AUTHOR]