Essay on the way faculty members view research and teaching
Community of Scholars, Community of Teachers
When I began my career as a faculty member many decades ago, I had the good fortune to find myself in an especially distinguished department at an especially eminent research university. It was the custom of this department to gather for a faculty luncheon once a week and then to proceed to a departmental seminar in which we heard either from a visiting colleague or one of our own members. In the discussion period following the talk, questions generally had more to do with the ongoing research of the interlocutor than with the research of the speaker. Since all members of the department tended to be engaged in consequential research, the overall quality of the discussion was high -- although proceedings tended to take on a somewhat predictable, ritualized character
To be sure, department members were sincerely interested not only in their own research, but also in the research of their colleagues, and would often engage in conversation on these matters. This was known as discussing one’s “work.” Teaching was not considered a part of such “work,” even though many members of the department were dedicated, effective teachers. Teaching was basically a private matter between a faculty member and his or her students. I had the distinct sense that it would not be to my professional advantage to engage in discussion about my teaching; indeed, I sensed that it might be the conversational equivalent of a burp.
Back in the 1950s, the sociologist Alvin Gouldner did some interesting work about the culture of faculty members and academic administrators at a liberal arts college. He was following up on Robert Merton’s general idea about the social significance of “latent,” as opposed to “manifest” roles – that is, how roles not recognized explicitly, and not carrying official titles, might be of central importance in social life. In the academic context, manifest roles would include those of “dean,” “faculty member,” “student,” etc. The latent roles that Gouldner found especially important were those of “cosmopolitan” and “local”: roles that were not consciously recognized by overt labels, but which were consequential to the actual culture and social organization of the institution.
Cosmopolitans were those whose primary focus was their profession, as opposed to the institution where they were employed. Thus, a faculty member in this category would, for example, take a job at a more prestigious university that was stronger in his or her own field, even if it meant a lower salary. (Gouldner’s research was carried out at a time when it was apparently conceivable for a liberal arts college to offer a larger salary than a research university). Locals, on the other hand, were loyal first and foremost to the institution; they were usually not productive as scholars. At the time of Gouldner’s study, administrators generally fell into the category of locals.
Much has changed since that time. There has been, with a general move toward cosmopolitanism on the part of administrators, who have developed professional associations of their own and are more likely to go from one institution to another. As for faculty, their world has seen a widening gap between elite cosmopolitans and indentured locals -- adjuncts tied to low-paying jobs only relatively close to home, not the kind of locals who have been given any reason to develop institutional loyalty.
A question, then, for faculty members today is how best to balance concern for their profession with concern for their institution. A likely way is to care seriously and deeply for one’s students – since they are, after all, a major part of one’s vocation, in addition to paying most of the bills. And this means taking a more intentional, sophisticated approach to teaching.
To be sure, different institutions have different missions. Research universities, in particular, are crucial to the advancement of knowledge and must thus concern themselves with leading-edge science and scholarship. Even here, however, not all graduate students are themselves headed for major research universities -- far from it. Thus, graduate faculties in research universities are coming to feel responsible for preparing students for the future careers they will actually have. In part, this will mean exploring possibilities beyond the academy. It will also mean creating effective programs for preparing graduate students as teachers for a wide range of students.
The development of such programs has been a focus for the Teagle Foundation in recent years. This has involved supporting universities in their efforts to expose graduate students to what cognitive psychology has taught us about learning; to the pedagogical approaches and styles that have proven most effective; and to which forms of assessment are most relevant to the improvement of teaching. More generally, it means leading faculty to feel that they are not only a community of scholars, but also a community of teachers.
It has been suggested that the preparation of graduate students for teaching would be well-served if there were different faculty “tracks,” with some department members being primarily responsible for preparing researchers while others are primarily responsible for preparing teachers. While it is certainly true that not all members of a department have to make the same kind of contribution to the overall success of the program, formalizing such a separation between research and teaching would simply reinforce the caste system already in place -- not to mention the fact that many distinguished researchers are also exceptional teachers and that student engagement in research is an important teaching strategy. So, while there might be some value in having a pedagogical specialist (or more) on the roster, it is not desirable to have a tracking system that segregates teaching from research.
Here, then, is the general goal: just as faculty members would never think of being unaware of what peers are doing in the same field of research, so they should feel a comparable impulse to be aware of what their colleagues are doing in their areas of teaching. And thus, the world of higher education can become even more a true community.
Judith Shapiro is president of the Teagle Foundation and former president of Barnard College.