Aspects of Individualization Implementation in Higher Education in Russia

This article investigates the perceptions of university leadership in Russia regarding the goals, effects, and barriers to the implementation of individualized educational trajectories (IETs) within the educational process. Based on 15 semi-structured interviews conducted with representatives of Russian universities’ administration (vice-rectors, directors, deputy directors of institutes, and heads of departments), conclusions were drawn concerning the key perceptions of the effects experienced by universities that have implemented IETs. These effects include economic (enhanced efficiency of the educational process in lower courses for greater flexibility in upper courses), organizational-management (updating curricula through faculty initiatives), and motivational (increased student engagement). Additionally, contradictions were identified between the perceptions of respondents with experience in implementing IETs and those without such experience. For instance, respondents evaluated economic effects differently: those who implemented IETs reported increased efficiency, while those who did not expressed concerns about rising costs due to the individualized approach to students. The analysis identified several categories of barriers: conservatism within the academic community, resistance to change (particularly regarding granting students the right to free choice), organizational-management issues in establishing new management processes, regulatory constraints imposed by existing standards and laws, and a methodological dilemma in balancing general education and professional components of educational programs. The findings contribute to the empirical foundation for a more comprehensive analysis of the phenomenon of individualized educational trajectories. The identified perceptions of effects and contradictions among respondents with varying experiences highlight the necessity for further research into the effects of individualization using more precise methods. A significant number of universities are already initiating pilot projects to implement IETs, which allows for the collection of longitudinal data for subsequent analysis of the obtained effects. This article will be of interest to senior management professionals who are developing their universities’ development programs and analyzing the feasibility of implementing new educational policies.