Slow Down, You Move Too Fast

Reaching back into the archives (I’ve been blogging long enough to have archives!) and offering this as semesters and terms begin to wind down.

Tales Told Out of School

I am waiting.  I am waiting hopefully and patiently for the pendulum to swing in the other direction.  I am waiting for a cultural shift that will stop glorifying busy and that will stop measuring our worth by our ability to multitask, work long hours, and turn our smartphones into near-permanent appendages.

(And rest assured, I am guilty of all these things).

For now, however, I know that this means tilting at windmills.  So instead, I will write in defense of sabbaticals–both big and small.  At its most literal sabbatical comes from the Hebrew word “shabbat” or sabbath and means ceasing or taking a time of rest–typically, ceasing from work, so that attentions can be devoted elsewhere.  In the academy, of course, it is a break from teaching and other quotidian responsibilities, so that you can take time to do research, travel to archives, work in the lab, develop new…

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Mentoring 2.0

By all accounts, having a mentor is a good thing. A mentor is there to provide advice and guidance.   The most common model in the academy is for junior faculty to be assigned a senior faculty mentor. The senior person helps steer the junior person through the first few years of teaching, figuring out the requirements for tenure, and generally negotiating the landscape of a new institution. The research on mentoring demonstrates its key role in recruiting and retaining good faculty.

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Yet there are at least two shortcomings with the current way that mentoring happens on campuses. First, despite its clear benefits to institutions and individuals, we are far from a universal culture of mentoring in higher ed. My non-scientific research on the subject suggests that in the case of junior faculty some institutions assign mentors, some don’t (perhaps due to department size) but do provide broad mentoring support, and some do not have any system, formal or informal, of mentoring. Models for mentoring contingent faculty are few and far between and make the mentoring of junior faculty look positively robust.

Second, where it does exist, the model of one-on-one mentoring is not adequate. What do you do when confronted with a difficult work situation that because of power dynamics can’t be addressed entirely or adequately by your mentor relationship? Let me ground this in a specific example: a junior female faculty member receives a very critical peer evaluation of her teaching from a senior male colleague. Her attempts to discuss the evaluation with her colleague are rebuffed. But this individual is also a close friend of her mentor and has repeatedly sung his praises to her. What recourse does she have? The scenario could even be less dire. Even with the best intentions and careful selection, mentoring matchups don’t always work. What if you have a mentor assigned to you and that person isn’t a good fit (for whatever reason)?

The remedy for both of these shortcomings rest with senior faculty and administrators. We need to commit to and create a culture of mentoring on our campuses. This is an admittedly broad and amorphous goal.   Simply saying that an institution has a commitment to mentoring, will not be adequate. Once it’s been said, though, there are ways to build it into the culture of the place.

Don’t wait or hope for mentoring relationships to be constructed. Obviously, the particulars will vary according to the size and other circumstances at each institution, but make mentoring the responsibility of someone at the vice provost or dean level. That person can certainly delegate the specifics down to the department or division level, but the mentoring buck needs to stop with someone. Otherwise, it’s all too easy to assume that someone else will make it happen. Make the provision of mentoring a part of what’s discussed in campus interviews—we tell job candidates about parking and healthcare, why not let them know that mentoring will be part of their experience? Build the expectation of mentoring into letters of hire. Create a community of mentors on campus, who through face-to-face meetings, and some sort of online platform, can talk to each other about challenges and best practices. And do not limit mentoring to tenure-track faculty. We all know the demographics. If we are neglecting to mentor contingent faculty we are doing them and our institutions a disservice. And what about mid-career faculty? Faculty who need support to make the jump from Associate Professor to Professor rank? Or tenured faculty who are beginning to move into campus administrative roles? Wherever and however possible, weave mentoring into the fabric of campus life.

But as you do, be attentive to the limitations of the one-on-one model described above. What about instead assigning groups of faculty mentors to groups of mentored faculty? In other words, what if we imagined mentoring on the model of networks? This is more consistent with how we conduct much of our academic lives these days anyway on Facebook, Twitter, and other platforms that connect us to multiple people at once. The existence of a network would give the mentored faculty options in seeking guidance and resolution to problems. It would also give them an immediate community on campus. Rather than isolated meetings with one mentor, the network could meet at least once a semester and the mentored faculty would meet not just mentors, but other new faculty as well. Meaningful one-on-one relationships might grow out of these networks, and that would be an added bonus. But it would be an outgrowth of a broader network and would be more flexible than simply hoping that one-on-one assignments were a good fit.

Certainly, the network model comes with complications. What if, for example, the members of the network offer conflicting advice? Some conflicts like this could be avoided, though, if the mentors worked together, compared notes, and got to know the mentored faculty as well as possible. Rather than a barrier, then, the need for this kind of mini culture of mentoring within the network of mentors would bolster the overall institutional culture of mentoring.

When mentoring works, everyone wins. The mentored faculty receives guidance and advice that can only contribute to their job satisfaction. The mentors build strong ties with their colleagues. And the institution is stronger for this culture of support. That said, the old model of mentoring tenure-track faculty through the one-on-one model is inadequate. Mentoring needs to be woven into the fabric of an institution at all levels and should embrace a networking model of connecting mentors and mentored.

 

Email: Can’t Live With It…

It’s Monday morning and I just opened my work email.  Despite being armed with a ginormous cup of coffee, beginning to scroll through these messages is undoubtedly going to spark a cascade of negative emotions: frustration, anger, exasperation, exhaustion.  And then there will be that daily internal monologue about being behind on my correspondence and how overwhelmed I feel.

I’m sure I’m not the only one to have this reaction to email so what follows are some guidelines about how to engage–and occasionally not engage–with email.  Let’s start with the assumption that you’re smarter than your email inbox and that you can find a way to make sense of those hundreds of stockpiled messages.

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How to manage an overflowing inbox.  The upshot: you need a system of folders or task management.  Other folks, far more clever than me, have come up with great ideas.  There are some examples here.  And there are many more if you just Google, “manage your email.”  Because I don’t know about you, but just hoping for the best and saying that at some mythical time in the future I will be “caught up on email” isn’t working for me.

From there you need some rules and structure: all emails answered within 24 hours, setting aside blocks of time when you only work on email, etc.  I know that for me, simply scrolling through the new ones each morning, responding to the really urgent ones, and then forgetting about all the others is not a good system.  So I flag (literally, my email program lets me do this and then I can sort by flagged messages later) the ones I need to come back to that require some time and attention.  Beyond that I’m experimenting with setting aside two or three 15-minute blocks of time each day when I work through the flagged materials.  Setting a timer and saying that I will only work on email focuses me and reduces the temptation to just scroll through all the emails and be overwhelmed.  But choose a discipline that will work for you.  Don’t set yourself up for failure.

Once you do start responding, a different set of guidelines kicks in.  Let’s start with the email that makes you so mad you can barely see straight.  Go ahead, write the angry response.  Say everything you need to say.  Don’t hold back.  But then put it in your draft folder and DO NOT SEND IT.  Let it sit there for at least 24 hours.  Then go back to it and revise accordingly.  Having had the chance to vent will help, but 24 hours later your emotions (hopefully) won’t be running as hot, you can exercise some discretion, and send a measured response.

Let’s continue with that really important email you’re composing where you need to communicate some really critical information.  Don’t bury the lede.  Put the important stuff first.  Think about a list of bullet points, rather than embedding all the material in a series of prose paragraphs.  Highlight the meeting time, date, and place or the deadline you want everyone to adhere to–or put it in bold or italics.  Make it jump out.  If you really want people to pay attention and read the whole thing, keep the overall message as short as possible.  Remember how you don’t have time for your email?  Everyone you send an email to is in the same boat.  So make sure your emails get to the point quickly and don’t require a lot of reading.

And let’s not forget the basics.  Use “reply all” carefully.  Does the whole list of recipients need to see your RSVP for the meeting?  Probably not.  Does the whole list of recipients need to see your trenchant comments about a thorny issue that you were, in fact, invited to share with everyone?  Yes.  Don’t be that person who disrupts the group conversation by mistakenly replying only to the sender.

And finally, sometimes it’s okay to avoid email.  I have a rule that I am getting better at following and have talked about here before: I don’t do work email after 6pm.  No good can come it, unless you count not sleeping well as a good thing.

This is just a start.  What other rules or practices do you have for making email manageable and handling your responses?

Building Better Teachers

Add the Association of College and University Educators to the list of for-profit consulting firms that have arrived on the scene to save the day and help those of us in higher ed get it—in this case teaching—right.  Their consultants offer hour-long modules on a particular topic—increasing class participation in discussion, for example.  The website is slick and professional.  The modules seem (you can only access samples of their content without paying) to have a well-conceived structure that provides feedback, includes videotaped classroom presentations, and well-defined objectives.  The faculty that are listed on the site as experts represent a range of disciplines and come from all different kinds of institutions (public and private, community colleges and 4-year institutions, etc).  The materials on the website rightly incorporate some of the latest research and evidence from the scholarship of teaching and learning (SoTL).  But despite what seems to be a well-executed product, the model proposed by ACUE and its clients is deeply troubling for several reasons.

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The first reason is a fundamental question about the structure and process of teacher training.  ACUE is seeking to remedy ineffective teaching, which, it rightly notes “costs” institutions in terms of poor retention and graduation rates.  In its comments on its mission, ACUE has specifically stated that a PhD in a particular field is not necessarily evidence that the candidate is an effective teacher and that many graduate programs do not provide adequate training in teaching and pedagogy.  There is evidence, albeit not universal, for both of these assertions.  However, addressing this after faculty have already been hired and arrived on campus is wrongheaded.  Our efforts to create effective teachers should begin in graduate school.  And several disciplinary associations are working on exactly this.  The Executive Director of the American Historical Association, James Grossman, has issued apersuasive call for PhD programs in History to address this issue: “Teaching is an essential skill for every historian, whether in a secondary school, college classroom, museum, archive, historical site, or even the public square, presenting evidence persuasively to legislators and fellow citizens. Historians teach. Learning how to teach should be equal to and intertwined with learning to become a research scholar.”   The American Society for Microbiology has a Teaching Fellows Program.  And I’m certain there are other examples.  Who better than the disciplines to tackle this gap in preparation?

As a corollary to this, teacher training of this sort—a certification offered by a non-discipline-specific-for-profit company—risks divorcing research and scholarship from the practice of teaching.  While many graduate programs probably still need to work on strengthening the connection between the two as they train future faculty, this alternative model of credentialing could potentially devalue the PhD.

The second reason that this model is objectionable is because it ignores the resident knowledge and wisdom present on all campuses.  Most campuses have a teaching center.  These centers provide workshops, resources, and are run by individuals who are experts in the scholarship of teaching and learning.  All campuses have great teachers.  Further, a group like ACUE assumes a smoothing out of institutional differences and risks proposing a one size fits all approach.  I can already here the pushback from faculty who have to participate in these modules: “what you’re proposing won’t work with my students because they work long hours/they don’t have ready access to technology/our classrooms aren’t set up for what you’re proposing, etc”  And these centers and these faculty are already familiar with the institution and its students.  They know the local culture and are ready to jump in with ideas and solutions that will immediately suit the situation.  The ACUE model devalues existing faculty expertise and experience on every college and university campus.  Why would a college or university spend precious funds to hire an outside firm to provide something they already have at their fingertips?

The third reason to be troubled is the burden that this model puts on faculty.  ACUE places most of the onus for weak retention and graduation rates (and their website makes painfully clear to administrators what the financial cost of low rates is) on faculty teaching.  Adopting the remedy of improved teaching as the solution to low retention and graduation rates implicitly suggests that other factors—high school preparation, income disparities, other campus support systems, etc—are less important or relevant.  Effective teaching is absolutely essential to student success, but if faculty can be blamed for poor retention and graduation rates because bodies like ACUE have not credentialed their teaching, we are definitely in trouble.  Could retention and graduation rates become a metric for faculty performance?  And what is the impact of this on contingent faculty?  Will the absence of such credentials (presumably harder to attain if they do not have stable, long-term relationships with the institutions where they teach) risk further compromising their status within the profession?

The ACUE rightly identifies the importance of effective teaching.  The model it proposes, however, is one that faculty should push back against since it devalues their knowledge and experience and threatens to place undue burdens on them.  Administrators should also avoid this model because it is a bad investment.  They should invest instead in building up teaching and learning centers and leveraging the existing expertise of the successful teachers already on their campuses.

 

Selling the Liberal Arts

So three years ago to the day, before I even had a blog, I flexed my op-ed muscles for the first time and had the following piece appear on Cleveland.com

Given that the recent turmoil at Mount St. Mary’s (which I have already written about here) includes the president’s assertion that “liberal arts doesn’t sell,” it seemed worth posting again.

http://www.cleveland.com/opinion/index.ssf/2013/02/the_pope_and_the_liberal_arts.html

(Apologies–the link to the article is being weird.  You need to right-click it to open).

 

We Are All Bunnies

I’m sitting at my desk today watching the reactions and commentary about the situation at Mount St. Mary pour in via Twitter and Facebook.  In case you haven’t read about it yet: here’s the latest.  Those of us who recognize the value of tenure, still believe there is a place for respectful disagreement in higher ed, and want better things for our own students and institutions are a bit speechless (which would be a wise strategy if you were at Mount St. Mary).  Horrified and shocked and saddened seem the most common emotions.

I’m guessing that this drama isn’t over yet.  I expect lawsuits, alumni protest (at least the president can’t fire them), and hopefully, some response from the college’s Board of Trustees.  But in the meantime I think we faculty and administrators at other institutions need to do three things.

The first is to engage in some self-education.  What are the policies and procedures at your institution governing speech?  In one of the first ripples in the drama at Mount St. Mary it became clear that the university had a policy that “all university employees must clear any communications with reporters first with the university spokesman.”  What is YOUR university’s policy in these matters?  Perhaps there isn’t a policy, which is probably a good thing.  But my PSA to you is to find out.

The second two items hinge on the assumption that in the current higher ed climate no one is immune from these kind of actions.  We can shake our heads and wring our hands and say how messed up things are at Mount St. Mary, but I bet our colleagues there didn’t see this coming, either.

So the second item is to become the allies of vulnerable individuals at your institution who might end up in the firing line.  A particularly troubling part of the recent developments is that the untenured facultly advisor to the student newspaper, which leaked the president’s emails, was one of the faculty members fired.  I’m not sure what sort of things might have protected this individual, but having senior, tenured members of the faculty recognize his vulnerability would be a good place to start.

The third item is to write and tweet and post about this as much as possible.  And sign this petition.  We need to recognize not just that this could happen to us wherever we are, but that we need to be in solidarity with our colleagues at other institutions.  It is easier to pick off faculty like this if the perception is that they are isolated.  And I say this to my fellow administrators, too.  We need to say that this kind of management is unacceptable and an insult to the enterprise of higher education.

Charm Schooled

Something about this piece rubbed me the wrong way. While it acknowledged the very gendered perils that women in the academy face when they aren’t nice enough to their colleagues, the rather simplistic advice about a “charm offensive” didn’t sit well with me. The suggestion that the person in question just needs to be more social and charming is offered too blithely and with no attention to the possible consequences and underlying issues. The formerly withdrawn colleague who suddenly becomes outgoing and cordial risks being perceived as insincere or opportunistic. Further, simply instructing a woman to be nicer and more solicitous of her colleagues doesn’t address the deeper dilemma about perceptions of female behavior in the academic workplace. If, as the author argues, what she is proposing is a strategy for the time until “the patriarchy is overthrown,” shouldn’t we be working on overthrowing it while we address the problems of how the sociability of female academics is perceived?

Sadly, I am not going to figure out how to overthrow the patriarchy in this brief blog post. I am, however, going to suggest one strategy for helping this withdrawn colleague whose chances for advancement are being hurt by a perception that she is cold and unlikeable. The strategy is this: the individual posing the question on behalf of the withdrawn colleague needs to become her mentor. I realize that she probably thinks she is by posing the question and thereby implicitly (but unbeknownst to her colleague) helping. But, I would argue, she could accomplish much more by actively mentoring this individual. In the early days of my career, I’m not sure I was attentive to how colleagues perceived my behavior. I was too busy prepping lectures and trying to publish so I could get tenure. In addition, I don’t think I really thought about academe as a workplace in my first months at my university. Part of why we all got into this game is because we didn’t want a regular office job. So I’m not sure that I was attentive to workplace interactions and how my new colleagues might have been reading my actions and interactions with them.

Thus, a mentor would have been useful at this early stage. Even if I was doing everything “right,” it would have helped to have this landscape explained to me. A mentor is also someone who can help smooth those social waters and interactions. Rather than the entire burden being placed on me to make coffee dates and draw my colleagues out, a mentor could create opportunities to interact with colleagues: “Hey, Liz, I’m having lunch with Senior Colleague X, why don’t you join us?” A mentor could propose work on a particular project that would provide the opportunity for me to showcase my talents and insights. You get the idea. Finally, a mentor is an ally. If you are senior and in critical committee meetings where a junior colleague is being evaluated and confront either implicit or explicit comments that her behavior isn’t nice or sociable enough, you have an obligation to push back against this. You need to do more than shake your head ruefully, and wonder whether you should later counsel her to launch a charm offensive.

Will this take time? Yes. Is this hard work? Possibly. Is it fair that we need to do this? No. But do those of us who are senior—especially women who have risen to senior ranks as faculty and administrators—have a responsibility to do this work? Absolutely.

The Limits of Autonomy

As workers faculty are an odd bunch.  They tend to be largely autonomous as they go about their workday.  They are required to be on campus to meet certain responsibilities: teaching, attending meetings, holding office hours.  But they don’t punch a clock.  You can call their offices at a particular time between 9 and 5 when you know they are not doing one of the above or related activities, but there is no guarantee–or even expectation–that they will be there.  They arrive on and depart from campus largely on their own timetable.  Theirs are tasks–grading, reading, writing lectures–that can be performed offsite.

Particularly in disciplines where the single-authored book or paper is the norm, they carry this autonomy over into their scholarship.  They perform their research and write in relative isolation.

All of this autonomy, in turn, means that their interactions with other colleagues are random, coincidental.  They’re on campus the same days that certain colleagues teach, but may not see the ones who teach on other days.  You bump into someone in the hall, on the elevator, in the parking deck and that’s where conversations take place.  Our substantive contact takes place in that most dreaded of forums: the meeting.

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This autonomy has its benefits and I am not looking to dismantle it.  But I am not sure that this autonomous way of life for faculty is always a good thing.  As I have argued previously it encourages a narrowness of thinking  where faculty talk about “my course” and “my research” and aren’t prodded to think about the larger aims of their department or college.  It elides questions like “where does MY course fit into the larger departmental curricula?”  This autonomous behavior also contributes, in part, to the silo mentality on campus.  Should we be surprised that there isn’t more cross-college collaboration (my university has a generous funding program for this that goes largely untapped) when we simply don’t interact with our colleagues all that much outside of meetings?

(Note: I have painted a deliberately bleak picture of faculty separated from one another [though this *is* mostly what I see on my campus] to make my point and do acknowledge that there are departments/colleges/ universities where this is not the norm.)

Some administrator colleagues at my home institution and elsewhere have taken the stick (as opposed to carrot) approach to this lack of faculty cohesion: insisting that faculty be in their offices a certain number of hours per week, creating course schedules that bring faculty to campus 4 or 5 days a week, etc.  I don’t find much merit in these approaches.  They are interpreted as punitive and if they are intended to promote cohesion and collaboration, I suspect they will fail.  Faculty will simply punch the required clock and then leave campus.  Simply being required to be in your office does not necessarily mean that you will talk to the colleague next door about a new project.

No, instead, as I often am, I am more about the carrot than the stick.  More about quality than quantity.  While the cohesiveness of departments or units will invariably be a function of personalities, other responsibilities outside of work (childcare, for example), and personal preferences, I still maintain that it is important to create spaces and times where departments come together for more than just meetings.  Now, fear not, I’m not proposing (though I used to jokingly threaten my department with this when I was a chair) some scary team building retreat.  I’ve been in academe long enough to know how poorly that would go over.

But I have learned that the common denominator of food and drink can make an enormous difference.  A space to have a cup of coffee and cookie or a space to gather and eat lunch can have small, but remarkable, effects on a work space more generally.  When I was a department chair I instituted a weekly coffee chat (detailed here).  Senior faculty, adjuncts, and tenure-track colleagues would stop by, chat, and move on as their schedules demanded.  But it broke down barriers and encouraged casual conversations that often naturally, and without a meeting agenda guiding it, became discussions about teaching, curriculum, and research.  The kinds of conversations that you can’t artificially manufacture or script but that lead to collaborations and projects

This semester I will put my money where my mouth is and try a variation on this.  I’ve long wanted to bring together faculty from across my home college (Liberal Arts and Social Sciences) to discuss promoting the humanities.  You know how foreign language departments sponsor language tables where students and faculty gather to practice a certain language?  I want to try something similar for faculty where the “language” we are practicing is the humanities.

Past experience has taught me that two things will be important at the outset.  The first is food.  No, seriously.  We will need to meet over food and coffee.  Doing so relaxes people, creates a different atmosphere, and encourages a kind of sociability that a thing called a meeting doesn’t.  The second is the absence of a rigid agenda.  This goes against everything I’ve said previously about meetings.  But I think in this instance, the conversation should be more free-ranging.  It is okay for the meeting to have a purpose: bringing together like-minded colleagues to discuss promoting the humanities on campus.  But for at least the first few gatherings, I think there needs to be space for lower stakes conversations, getting to know one another, and just chatting.

I’ll let you know how it goes.