Lessons Learned for Decision-Makers During a 5-Year Research Period on Sustainability Problems at the Galileo University in Guatemala

Abstract

The findings outlined in this paper have two core audiences in mind. The first are decision-makers with interest in sustainable development, and who can use the information to shape policy. The second are sustainable universities that may provide the needed research for the monitoring and evaluation on what is proposed. Between 2009 and 2013, Galileo University administered Renewable Energy and Climate Change sample surveys to entrepreneurs, university personnel, government officers, and civil society leaders in Guatemala. Qualitative and quantitative analysis was then conducted by the Galileo University on the collected survey data for this time frame. The analysis revealed weaknesses, that if not addressed, are capable of halting sustainability efforts in all Guatemalan sectors—academic, private, government, and the general public. Specifically, the research identified five sustainable development gaps which can serve, not only as important and foundational lessons for all surveyed participants, but also addressed by academic institutions and decision-makers to formulate appropriate actions. These gaps are the following:

• (1) The divorce/disconnect between research and teaching;

• (2) The lack of balance between specialized fields and multidisciplinary perspectives;

• (3) The absence of internal (within the university) and external (larger society) alignment in addressing sustainability problems;

• (4) Deficits in coordination within and between public, private, NGOs, and academic organizations;

• (5) And finally, the lack of time linkages (short-, medium-, and long-term) which will postpone decisions until the end of the century or later and ultimately, paralyze decision-makers.

All these sectors—academic, private, government, and the general public—should strengthen their own capabilities by making respective internal changes to address these gaps and by forming “smart” strategic alliances. The implementation of “Quadruple and Quintuple Helix Innovation Models,” involving decision-makers, applied to these weaknesses appear to be the best policy decisions. These models emphasize collaborations, alliances, and networks. Then and only then, can these sectors address the challenges ahead: the academic sector would strengthen their offer to the larger society and avoid the consolidation of “clusters,” which mean confinements; entrepreneurs will be able to embrace their social responsibility; governments accept networks and horizontal relationships, while civil society may adopt common objectives moderating their dispersion of activities and resources. Universities will then become more sustainable and larger society more resilient.