“I am both an economist and a theologian, which means I speak two languages. To me, these disciplines are not opposites but different, often complementary perspectives on the same reality. As an economist and theologian working both within and outside the university, I have built a large (inter)national network that includes representatives from religious organisations, government, and business.”
Radical uncertainty
It is an exciting time to be both a theologian and an economist. Many people and organisations, particularly in the secular domain and the economy, are asking or experiencing theological questions. If you listen carefully and make the right connections, this creates countless new opportunities.
In my current research, I focus on the human condition of radical uncertainty. How do we deal with genuine uncertainty – with optimism or pessimism? Theological traditions offer a third way: the way of hope.
Interdisciplinary collaboration
In the Recognition and Rewards framework, the emphasis is no longer solely on quantitative results – particularly publications – but also on teaching, impact, entrepreneurship, creativity, and leadership. We no longer have to fit into the same mould. This makes academic work more enjoyable and allows for greater breadth and diversity.
The challenge is to move beyond excellence within a single discipline and place more focus on interdisciplinary collaboration within teams.
1+1 = 3
Everyone talks about interdisciplinary work, but I don’t think it’s as simple as it sounds. How do you ensure that disciplines truly understand each other and create meaningful results together? How do you turn 1+1 into 3?
This is something I devote a lot of attention to within my own research team, which includes social scientists, theologians, psychologists, and design-oriented researchers. We work on this through an interdisciplinary methodology and a team sabbatical.
A broader range of qualities
The dominant culture at universities is still one of growth, primarily through academic publications. Recognition and Rewards can be seen as a cultural shift – one in which we learn to make room for a broader range of qualities. Such a transformation requires careful guidance. It is a vulnerable, yet inspiring and liberating process.
Intuition
This transformation process would also benefit from a regular sabbatical approach – taking time to pause, create space for different perspectives, reflect, and inspire. This allows for the emergence of new insights, resilience in the face of setbacks, and a renewed sense of purpose.
In my own work, intuition plays a central role. It often pushes me beyond my comfort zone, leading to new connections and questions. For me, it is a vital source of added value in research, teaching, and impact.
Ambition in HR policy
Another essential factor in a transformation like Recognition and Rewards is backing. You need people who continue to support you even when challenges arise – people who believe in the path you are taking. I am fortunate to have such colleagues in my workplace.
At the organisational level, a collective ambition in HR policy is necessary, with strong role models and ambassadors. A Recognition and Rewards innovation platform would be an excellent initiative – so that we don’t have to reinvent everything ourselves but can learn together. At VU Amsterdam, efforts are already underway in this direction.
Don’t be afraid
To colleagues at the start of their career path, I would say: don’t be afraid! Don’t choose safety – dare to embrace uncertainty. The fact that career paths and quality criteria within Recognition and Rewards are still evolving means there is room for entrepreneurship, new opportunities – and it’s simply exciting.
Follow your intuition, do what you’re good at, and don’t go it alone – seek out strong role models. And perhaps ask yourself: is there a path choosing you, rather than you always thinking you have to choose one?”
